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Core Banking Systems Survey
Survey results 2008
Financial Services the way we see it
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Core Banking Systems Survey
Gert Jan van Dorsten
André Spruit
Arthur Barendsen
Survey results 2008
About the report
Capgemini has conducted a comprehensive study of current trends in core banking and the functionality of the major core banking systems available in the main financial markets in the world.This survey was written and compiled during the period from September to December 2007. The report is based on desk research and on a request for information sent out to the leading core banking system vendors.The authors selected the vendors and their products after consulting with Capgemini’s international Core Banking/Banking Packages network. The survey focused specifically on core banking solutions for top-tier banks having a strong position in the important financial markets in the world and offering the solution in more than one country.The Core Banking Systems Survey 2008 is the latest in a series of banking systems surveys. The ‘Asset Management Systems Survey’ and the ‘Treasury Systems Survey’ were published in 2007. The previous ‘Retail Banking Systems Survey’ was published in 2006.
About the authors
The authors of the Core Banking Systems Survey are Gert Jan van Dorsten, André Spruit and Arthur Barendsen. They are leading consultants within the core banking community of the Capgemini banking practice in the Netherlands. Gert Jan van Dorsten is a principal consultant specialized in banking packages in general, with a focus on the domain of core banking back-office solutions and selecting and implementing package-based solutions for financial institutions. Gert Jan is also expert group manager in the Netherlands for core banking and manager of the global FS Industry Packages Center of Excellence.André Spruit is a managing consultant specialized in selecting and implementing package-based solutions for financial institutions. André focuses on core banking packages and before joining Capgemini at the end of 2006 worked for one of the leading vendors in this domain and in the financial services industry itself.Arthur Barendsen is a consultant with experience in embedding packages in a global banking organization.
Gert Jan van Dorsten Principal Consultant Capgemini Nederland B.V.
André Spruit Managing Consultant Capgemini Nederland B.V.
Arthur Barendsen Consultant Capgemini Nederland B.V.
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Preface
I am very proud to present the results of the 2008 Capgemini’s Core Banking Systems Survey. The 2008 survey pro-vides an in-depth and timely insight into the state of the package solution providers industry serving the core banking business in top-tier banks throughout the world.
The main objective of this survey is to help you understand the various core banking systems that are available in the world. It gives you insights into business trends, banks and vendors, package selection criteria, implementa-tion methods and information concern-ing and provided by the solution vend-ors. It should assist you in efficiently and fundamentally narrowing down the search for the right solution pro-vider and make it easy to connect with the vendors on a well-informed basis.
Capgemini can provide financial insti-tutions with considerable benefits in the area of system selection and imple-mentation, including:■ a broad spectrum of services and in-
depth experience of every phase of the system selection process;
■ an exceptional track record based on the successful implementation of many different types of package solutions;
■ different application maintenance contracts on vendor solutions;
■ leading-edge capabilities closely attuned to current and future indus-try changes;
■ strategic and comprehensive services tailored to the individual-ized need of each client;
■ global services and resources (pro-vided in the Rightshore® offers which combine on-, near and off-shore sourcing models), combined with strong regional teams with excellent local delivery capabilities.
Should you require any further infor-mation or assistance in this area, please contact the appropriate Capgemini rep-resentative, whose details you can find in the appendix, or contact our local offices.
We welcome feedback and sugges-tions for improvements to this survey.
I would like to thank all the partici-pating vendors and all colleagues involved for their efforts and contri-butions, especially Martijn Rom Colthoff, Maurice Vuijk, Pascal Breet and Henk Dekker for their inputs for the chapter on trends.
Yours sincerely,
Gert Jan van DorstenPrincipal ConsultantBanking Practice, The NetherlandsManager Global FS Industry PackagesCenter of ExcellenceCapgemini Nederland B.V.
Utrecht, February 2008
1 Background to the survey 7
2 Trends in core banking 92.1 Core banking replacement 92.2 The core banking market 102.3 The core banking clients 112.3.1 Retail/consumer banking 112.3.2 Wholesale/corporate banking 122.3.3 Others 122.4 The core banking domains 122.4.1 Payments & cash management 132.4.2 Savings 132.4.3 Loans and mortgages 142.4.4 Securities 15
3 Global banking overview 2006 - 2007 163.1 Banks worldwide 163.1.1 North America 163.1.2 Europe 163.1.3 Asia 163.1.4 Australia 163.1.5 South America 163.1.6 Africa 173.2 A changing landscape 173.3 Showcase: ABN AMRO acquisition 17
4 Vendor solutions 184.1 Introduction 184.2 History of core banking systems 184.3 Recent market developments 194.4 Recent developments in package solutions 214.5 Competitive landscape 224.6 Future of the market 224.7 Specialized ‘best of breed’ solutions 23
5 Package-based solutions 245.1 Integrated Architecture Framework 245.2 Stage 1: Make or buy 255.3 Stage 2: Selection 265.3.1 Methodology 265.3.2 Integrated or ‘best of breed’ 285.3.3 Selection criteria 295.4 Stage 3: Implementation 305.4.1 Methodology 305.5 Stage 4: Operation 335.5.1 Organization 335.5.2 Location 34
Contents
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6 Capgemini in core banking 35
Appendix 1: Detailed systems overview 39
Appendix 2: Capgemini contacts 67
Reference List: The Banker - ‘Retail Banking Performance’ BCG - ‘Renewing core banking IT systems’, 2006BCG - ‘Striving for organic growth in Retail Banking’Capgemini/EFMA/ING - ‘World Retail Banking Report 2007’Capgemini/EFMA/ING - ‘World Retail Banking Report 2008’ Capgemini/EFMA/ABN AMRO - ‘World Payments Report 2008’Capgemini - ‘SOA and Retail Banking Industrialization: An amazing fit’Datamonitor - ‘European Core Systems Strategies, 2007’Forrester - ‘Banking Platform Renewal’, 2005Forrester - ‘Banking Platform Wins 2005’: VendorsForrester - ‘Banking Platform Wins 2006’: Vendors Forrester - ‘The wave of core banking suites 2007’Gartner - Dataquest Insight - ‘Banking Industry Primer, 2006’ Gartner - ‘Magic Quadrant 2006 Retail Core Banking’ Gartner - ‘Hype Cycle for Emerging Back Office Technologies and Applications
(Banking and Investments) 2007’ IBS - ‘Sales League Table 2006’IBS - ‘Sales League Table 2007’IBS - ‘Core Banking Systems - 30 case studies’ SAP/EFMA - ‘Retail Banking Study 2006’
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We feel it provides the reader with valuable insights into the trends and solutions in the domain of core banking.
This survey is the third edition and follows on from the 2003 and 2006 Retail Banking Systems Surveys. It is the latest report in a series of Capgemini publications in the area of package-based solutions in the bank-ing domain. The other areas covered are asset management, private bank-ing, payments, treasury management and risk management.
The list of vendors requested for par-ticipation was compiled after con-sulting the banking packages and core banking network of Capgemini and various publications. It includes all the important vendors for the main markets in the world which operate globally or at least regionally in one continent (see figure 1). Capgemini
professionals from all over the world have provided valuable input for the survey. Essential information was gathered from current and previous assignments conducted by Capgemini for core banking clients with package selections or implementations.
Based on requested information, the survey presents a practical overview of the solutions currently available and the capabilities of each system. The main objective is to help users to understand the various products that exist in the market and to narrow down the search and make it easy to connect with the vendors on a well-informed basis. This is very important in the initial phase(s) of the package selection process. It should always be kept in mind that package selection is a challenging, complex process and that it also marks the start of a rela-tionship with one or more external suppliers.
1 Background to the survey
The 2008 Core Banking Systems Survey is based on desk research and a survey sent out to a group of sixteen vendors of core banking solutions.
Figure 1: Origination of systems
15%Europe-South
Europe-West
Europe-Central
Europe-North
Asia
America
Australia
5%
10%
15%
10%
20%
25%
Background to the survey �
The following core banking solution providers participated in the survey (in alphabetical order): see figure 2.There are several aspects that should be considered when selecting a core banking system, based on the compa-ny’s business vision. These range from functionality, architecture and non-functional requirements to vendor sta-bility and implementation capabilities.
The answers to the vendor survey are published in unamended form as an appendix to this booklet.
Capgemini is an independent advisor and has no exclusive contracts with any of the participating vendors. Furthermore, Capgemini has not attributed opinions to any of the data or vendors.
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Figure 2: Participating vendors and solutions
Vendor Package
Accenture� Alnova�Financial�SolutionsCallataÿ�&�Wouters�S.A.� ThalerDelta�Informatique� Delta-BankFidelity�National�Information�Services�(FIS)� Corebank� Profile� SystematicsFiserv,�Inc.� ICBSi-flex�solutions� FlexcubeInfosys�Technologies�Ltd� FinacleMisys� Equation� MidasNucleus�Software� FinnOnePolaris�Software�Lab�Ltd� Intellect�SuiteSAP�AG� SAP�Transactional�BankingSungard� System�Access�SymbolsTCS�Financial�Solutions� TCS�BaNCSTemenos� T24� TEMENOS™�CoreBanking�(TCB)TietoEnator�Corporation� Core�Banking�SuiteT-Systems�Enterprise�Services�GmbH� MBS�banking�suite;�GEOS
Finally, it should be noted that answers to survey questions are quite depend-ent on the individual perception of the question and cannot be fairly com-pared on an individual level. Also, as a result of habitual vendor optimism, system functionality on paper is not always the same as system functionality in a real setting.
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2.1 Core banking replacementDefinition: we define core banking systems as those applications respon-sible for processing and posting trans-actions in the domains of payments, current and saving accounts, loans and securities (such as performing current and deposit accounting, main-taining loan accounts, holding securi-ties positions, clearing payments). Today’s solutions are capable of com-pleting these tasks in an integrated, browser-based environment across multiple delivery channels. They con-stitute a mission-critical element in the financial services industry. Without core banking applications, most banks would instantly come to a grinding halt.
Situation: replacing a core banking sys-tem is often compared with replacing the engine of a Boeing 747 in mid-air. Experts consider core banking replace-ment to be the most complex, risky and expensive IT project that any bank can undertake. A core banking system forms the backbone of a bank’s IT infrastructure and contains records of all customer transactions and the pro-cessing of those transactions. A minor error in this area can cause a bank’s entire system to crash, tarnishing its reputation in the process.
Complex: technology is a key driver of change, and application vendors have long been preaching the virtues of flexible development, speed to mar-ket, real-time processing and a single view of the customer across all lines of business. But, although many early adopter banks in Europe’s middle tier have already embraced this new tech-nology, it is surprising how many of the largest institutions are still battling with the self-imposed handicap of
old-fashioned, outmoded and inade-quate core systems.
Risks: but more than anything else, two factors stand in the way: the risk and cost involved in carrying out a core banking replacement. The costs as well as the risks are high, but the benefits are far greater. Financial insti-tutions that have already announced plans to undertake such projects, will quickly reap the benefits and set an example for others in the industry. They will benefit from greater efficien-cy, easier access to information, and the ability to add new applications without the fear of system crashes. As financial institutions quickly realize that their current, antiquated core sys-tems are no longer adequately meet-ing their needs, many are beginning to consider replacement. Memories of failed attempts continue to haunt many in the industry, however, mak-ing progress slow (one of the largest banks in the world spent around $ 1 billion in the 1990s and still did not succeed!). Getting approval for projects of this scale is also very diffi-cult because banks are currently try-ing to cut costs.
Costs: the project budgets required for software and service are huge: up to € 250 million in extreme cases. Software and services costs for European banks’ renewal initiatives, spread over at least ten years, will be in the € 100 billion range. The European Central Bank estimates that there are about 6,700 credit institu-tions in Europe. These can be broken down into to tier-one, -two and -three banks. That does not take account of all kinds of national par-ticularities, see figure 3.
2 Trends in core banking
Trends in core banking �
Almost all of the top retail banks in the world are still using old legacy systems (originating in the 1960s/1970s) for core banking (in the home markets).
IT globalization appears to be the most important transformation trend for the next five years, with more than 90 percent of the banks we interviewed willing to have a common architecture and modular application suite and a ‘readytogo’ approach to IT implementation.
each business line. But the ‘Dataquest Insight 2006’ study by Gartner shows that, in core banking, survey respon-dents in Europe identify it as a key opportunity, contrary to the US mar-ket, in which large banks in particular are still reluctant to proceed, often waiting to implement new systems in global divisions before tackling domes-tic systems.In Australia, the big four started to select and replace the old systems, and the same applies to Russia. There is a great deal of activity in the very large consumer markets of India and China. India started a few years ago, while in China - especially in the last few years - banks have been very actively implementing modern sys-tems in their extremely fast-growing operations. A large number of legacy replacements are also being carried out in the rest of the APAC region.
While the bulk of sales are still within tier-three and tier-four banks, there are signs of larger, more strategic deci-sions now being taken higher up the pecking order, albeit by a still relative-ly small number of top-tier players. Forrester believes (based on research into vendor deals in 2005 and 2006) that the number of global banking platform deals grew by at least 15 per-cent from 2005 to 2006.The major drivers in the sector for core banking replacements are:■ the severity of regulatory require-
ments and penalties;■ the appeal of a component
approach (SOA - Service Oriented Architecture - and BPM - Business Process Management);
■ a strong focus on architecture for the industrialization of banking, infrastructure and multi-channel enablement;
2.2 The core banking marketThe conclusion drawn in a Forrester research study in October 2005 was that banks are racing to renew their banking platforms. 46 percent of European banks had already started to renew their application landscape; a further 23 percent planned to do so. More than two-thirds of the 54 percent of banks that have not yet started their renewal initiative - about 37 percent of the total - state that they will start by 2010 at the latest.
It is clear that the conclusion was cor-rect and that banks are indeed renew-ing their platforms. It can be seen from the home markets and global roll outs that the top-tier banks are now starting to replace. The smaller banks began earlier. Capgemini’s ‘World Retail Banking Report 2007’ endorses this viewpoint: ‘IT globalization appears to be the most important transformation trend for the next five years, with more than 90 percent of the banks we inter-viewed willing to have a common architecture and modular application suite and a ‘ready-to-go’ approach to IT implementation.’
Most of the top-tier banks in Europe are now busy replacing their legacy systems with a single global system in
10
Figure 3: Project sizes
based�on�Forrester�research
Tier Total assets No. of Credit Institutions
Project sizes (€ million)
Min. Typical Max.
1 More�than�€�400�billion 20 �0 110 200-2�0
2 €�100�billion�to�€�400�billion 40 40 �0 1�0
� Less�than�€�100�billion 4,�00 � 20 �0
� Financial�Services the�way�we�see�it
Trends in core banking 11
■ availability of global resources to tackle back-office systems;
■ industrialization and the shift to transaction banking for core bank-ing back-office systems;
■ new cross-border mergers and acquisitions wave in the European financial services industry.
Beneath that there has been high growth in BPO and Outsourcing in general and in the last few years, with a focus on deals of the Selective Application Outsourcing (SAO) type, see figure 4 and 5.
2.3 The core banking clients
2.3.1 Retail/consumerbankingThe most important issues in top-tier retail banks are volume handling and mass products. Being able to manage large volumes of data is the main challenge for core banking software. Only recently, packaged solutions have become available which have overcome the technical challenges in replacing the 30-year-old legacy solu-tions that are predominant in the hearts of the top-tier banks.
Retail banking represents the most significant source of income for the global financial services industry. The key differentiator between market leaders and poor performers will be profitable growth rather than cost cut-ting to improve profits in the long run. Capgemini’s ‘World Retail Banking Report 2008’ shows that the mature markets (North America, European Union - plus Norway and Switzerland -, Japan and Australia) represent 75 percent of the world retail banking market, which is valued at € 1.3 trillion (in 2006). Following the natural economic trend, the retail
Figure 4: Business trends from a vendor point of view
0%
Mobile banking
More stringent regulatoryenvironment
Core renewal
Continued focus on BPO
Consolidation
10% 20% 30% 40%
Figure 5: Technology trends from a vendor point of view
0%
Mobile technology
SOA
Web 2.0
BPM
Channels integration
SaaS
10% 20% 30% 40% 50% 60% 70%
system is increasingly being chosen for both wholesale and retail opera-tions. Another important trend is a global roll out of a centralized system with central data. The corporate banks (and their clients) want an integrated global view of the custom-er with the possibility for treasury departments to have transparent online and daily insight to all accounts globally.
2.3.3 OthersThere are some other interesting devel-opments regarding core banking solu-tions:■ start-up of banking activities in new
(emerging) markets. Sometimes this is carried out by existing banks from other countries, sometimes by other companies. The internet is usually used as a delivery channel and busi-ness can be conducted using a bank-in-a-box solution (less risk);
■ finance departments/subsidiaries of car companies often choose core
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banking solutions for their finance activities;
■ retailers are also offering retail bank-ing for their consumers in order to improve customer retention;
■ major corporates are developing in-house banking capabilities, often not only for their own company, but also for the outside world.
2.4 The core banking domainsThere are a lot of drivers for renewing the systems, as listed in the table below. The characteristics of the lega-cy systems and the new solutions are detailed for each area, see figure 6. The general drivers are changing from cost reduction to growth.
The paragraphs below describe the changes and developments in each banking domain. This is especially rel-evant for the more Western economies. For the emerging markets, these trends can be regarded as visions (with a lon-ger time horizon) because sales forces
Figure 6: Drivers for change
Area Legacy New solutions
Back-office Product-oriented Customer-oriented
Front-office Fragmented/Siloed�channels Integrated�channels
Services Sales/Efficiency-oriented Customer�satisfaction-oriented
Sales Reactive Proactive
View�(Risk) Local/Differentiated Global/Integrated
Operations Per�office Enterprise-wide
Processing Batch,�many�manual�actions Online/Real-time,�STP
Architecture Product/Process-driven Service/Event-driven
Budget Decentralized�budget�discretion Centralized�budget�discretion
Alignment IT-driven Business-driven
Europe Many�different�countries One�European�Union
#�Banks Many�different�(small)�banks Mergers�and�Acquisitions
market should grow at 4 percent per annum to reach € 1.9 trillion in 2017, barring unforeseen changes. The expected CAGR in 2006-2017 in the mature markets is 2.5 percent and in the remainder 6.4 percent. As a consequence, the relative financial power of the mature markets will weaken compared to the main high growth markets such as India or China, which are growing at more than 8 percent per year. Mature mar-kets, which will still account for 65 percent of total retail banking in 2017, will nevertheless remain of key importance to large banks in the years ahead.The market has seen a tremendous level of consolidation, especially in Europe. Of the list of leading European banks from fifteen years ago, only three remain! Core systems replacement has recently emerged as an issue. Banks feel increasingly limited by the capa-bilities of their existing core banking systems. The Datamonitor report enti-tled ‘European Core System Strategies (April 2007)’ summarizes the key sur-vey findings, which can be broadly characterized as follows: ■ lack of flexibility is causing the most
pain in banks’ current core process-ing applications;
■ technology influencers are still domi-nated by cost considerations as the total cost of ownership becomes increasingly important;
■ complexity of implementation is a key challenge for retail banks.
2.3.2 Wholesale/corporatebankingThe core banking market for whole-sale/corporate banking is not as large and as fast-changing as the core banking market for retail banking. However, some trends are interest-ing. One is that a single core banking
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The most important drivers are com-pliance with all kinds of requirements, often with specific business terms:■ many compliance initiatives, for
example KYC, FATF7, SEPA and the PSD;
■ infrastructure consolidation and collaboration, for example EBA, TARGET2, EMV and SDD;
■ SWIFT is developing the ISO 20022 standard, and standard corporate data is likely to emerge with the drive for STP;
■ emerging standards for the CredEuro and SDD are not easily reconciled with domestic standards (for example use of SWIFT MT103, paper or electronic signature and consumer protection standards), and consistency in implementation has yet to be achieved;
■ Pan-European structures have emerged for cards (Visa & M/C) as well as for high-value payments (TARGET2) and retail payments (EBA STEP2);
■ as consolidation towards emerging standards for transport, messaging and security gains momentum.
2.4.2 SavingsAs in many other markets, the some-what old and long-established savings market is undergoing major change. Whereas previously banks could offer a simple and straightforward savings product differentiated only on the basis of interest rate, now a dynamic and increasingly competitive market, combined with a more demanding customer, is forcing banks to reinvent their savings product strategies.
Primarily, the financial legislation land-scape continues to change as many governments worldwide are revising laws to open up markets and meet the
Trends in core banking 1�
use very basic products to fulfill the demanding targets in such growing markets. Basic improvements to busi-ness processes with adequate platforms are still crucial in banking operations in these countries. Business issues and legal and regulatory requirements are forcing banks to maintain a large num-ber of manual control steps which are no longer required in Central and Western European countries.
2.4.1 Payments&cashmanagementCompliance, in particular SEPA - but also mergers and acquisitions - and cost reduction are the main drivers for renewal of back-office systems. Leading banks, which previously saw payments as a back-office issue, are now tending to bring payments much more to the forefront. The processing of payments, domestic and cross-border, with clear-ing houses and correspondents but also with strategic sourcing, is at the top of the board’s strategy agenda. The reason is very well stated in the ‘World Payments Report 2007’ of Capgemini: ‘SEPA will accelerate Payments Industry Transformation. To be among the major players in SEPA, a bank will need to process at least five billion payments transactions a year. Successful banks will convert their delivery models into open architec-tures, which will enhance their prod-uct offerings and support their needed flexibility.’
Banks are looking to develop a unified and integrated payments infrastructure, which would essentially blur distinc-tions between various payment types: check, cash, debit, credit and e- and m-payments. Payments need to be seen as transparent both to the organization and the consumer.
current standards for integrity, trans-parency, and duty of care. While on the one hand this is causing banks to revise their current products and hence increase cost and competition, it is also creating opportunities for them to create new (combined) sav-ings products. Also, because barriers to entry are being lowered, specialized niche players focused on a specific area such as savings are rapidly gain-ing market share. In some cases these niche players are subsidiaries of foreign banks, but an increasing number of banks are creating or acquiring them.
Additionally, and in part thanks to Al Gore, worldwide media attention has created a trend towards banking with ‘ethical’ banks that differentiate in terms of corporate social responsi-bility. Durable savings products have therefore shown strong, steady growth, and banks are rushing to bring sav-ings products to market to capitalize on this trend.
Apart from the popular topic of dura-ble savings, combinations with security investments, bonus interest, pension savings, and mutual fund savings are still common. And while the reduction in the number of branches is slowly continuing, preference for internet sav-ings accounts is steadily increasing and people are moving their cash around more easily to different accounts.
All-in-all, leading banks are being forced to increase their range of savings products and place greater emphasis on product development. Targeting multiple, segmented parts of the mar-ket with a high number of savings products seems necessary in order to contend with the competition. In an increasingly risk-averse market, the
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need for savings products is forcing banks to cope with higher volumes over a wider product range and requires a greater focus on product, process and system development and adaptation.
2.4.3 LoansandmortgagesUntil recently, mortgage offers have included a wide range of implicit features, with no provision for the customer to decline them. The devel-opment of a price-driven market is leading mortgage providers to make these features more explicit and optio-nal for the customer. In return for fewer features (and less flexibility), the customer gets a lower rate.
A second trend in the mortgage market is the concentration in the intermedi-ary distribution channel, with resulting complications for the banking systems.
The third major trend in consumer finance is a shift in the pricing strate-gy towards risk-based pricing. The personal risk profile of a customer will be the main factor for the price of a product.Finally, new legislation and regulation are having an impact on the products offered in the mortgage and consumer finance domain.
All these trends require changes to the supporting banking systems, such as:■ more transparent and understand-
able products due to national and international legislation and regula-tion;
■ break-up of the mortgage product into elements that can be included or excluded;
■ straight-through processing to meet the demands of the concentrated
buying power of intermediary orga-nizations;
■ reintroduction of the personal loan. Flexible credit lines have proved to be too risky for some customers and they want more controlled finance: the personal loan;
■ introduction of risk-based pricing. Each customer is offered a price in line with his personal risk profile;
■ new products such as tax-friendly bank savings, which enable banks to compete with insurance compa-nies in tax-friendly products.
2.4.4 SecuritiesThere are a number of drivers of change in the European securities market.
Regulatory changes, for example, will come from multiple initiatives (market, local government and EU) towards an efficient cross-border securities clearing and settlement environment through the harmonization of:■ market rules and practices;■ regulatory, legal and tax differences.
The impact of the globalization of the securities industry can also be seen in the:■ creation of electronic trading plat-
forms (for example Turquoise and CHI-X);
■ increasing number of trading houses trading globally 24x7 requiring round-the-clock settlement;
■ consolidation of CSD and ICSDs;■ creation of BPO centers for securi-
ties operations activities;■ increase in multiple listings of secu-
rities;■ consolidation of stock exchanges
(Euronext-NYSE, et cetera);■ banks outsourcing their securities
operations activities; ■ growing interest in Eastern
European securities markets.
Other drivers for change in the market can be found in the following initia-tives:■ Target II Securities from the
European Central Bank. With this initiative the ECB creates a platform for the cross-border and domestic settlement of securities against cen-tral bank money (€). The platform will service the Central Securities Depositories (CSDs) and will be run by the Eurosystem.
■ Euroclear group’s single platform. With this initiative Euroclear Group is consolidating the services pro-vided by the group onto a single platform and harmonizing the vari-ous practices for settlement, custo-dy, payments, reference data and tax.
Trends in core banking 1�
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This chapter gives an overview of the biggest market players and the chang-ing landscape, illustrated by a show-case on mergers and acquisitions.
3.1 Banks worldwideThe six sections below are based on the rankings presented in the 2007 edition of ‘The Banker’ magazine’s renowned top 1.000 World Banks (based on strength of tier-one capital).
3.1.1 NorthAmericaTop-ranking banks in North America:1. Bank of America (USA)2. Citigroup (USA)5. JPMorgan Chase & Co (USA)16. Wachovia Corporation (USA)18. Wells Fargo & Co (USA)
Although cracks are appearing in North American banking, US banks remained very profitable in 2006 and 2007. However, Canadian banks showed a higher return on their bank-ing capital than US banks.
3.1.2 EuropeTop-ranking banks in Europe:3. HSBC (United Kingdom)4. Crédit Agricole (France)8. The Royal Bank of Scotland
(United Kingdom)11. BNP Paribas (France)12. Barclays Bank (United Kingdom)13. HBOS (United Kingdom)17. UniCredit (Italy)19. Rabobank Group (Netherlands)20. ING Bank (Netherlands)
Compared to the banks in the United States, the growth in Europe has been higher. Emerging Central and Eastern European banks differ from the large established banks in Western Europe, although both sub-regions show the
same positive trend with regards to profitability.
3.1.3 AsiaTop-ranking banks in Asia:6. Mitsubishi UFJ Financial Group
(Japan)7. ICBC (China)9. Bank of China (China)14. China Construction Bank
Corporation (China)15. Mizuho Financial Group (Japan)
The majority of banks in Asia are also showing healthy growth in profita-bility. With two banks in the global top 10, China is leading in the region. In parallel with the positive results in China, other (new) successful banks are rapidly emerging in Asia. The best of the rest is the Kookmin Bank in Korea (62).
3.1.4 AustraliaTop-ranking banks in Australia:38. National Australia Bank59. ANZ Banking Group60. Commonwealth Bank Group71. Westpac Banking Corporation
While China and Japan are home to the largest tier-one capital banks in the APAC region, Australian banks remain rock-solid regional players.
3.1.5 SouthAmericaTop-ranking banks in South America:54. Banco Itaú Holding Financeira
(Brazil)64. Banco Bradesco (Brazil)73. Banco do Brasil (Brazil)
Banks in the South American region showed very positive profitability fig-ures in 2006 and 2007.
3 Global banking overview 2006 - 2007
1�
In line with the current positive global economic environment, banks have generally done well over the past year.
3.1.6 AfricaThe top-ranking bank in Africa is:116. Standard Bank Group (South Africa)
Whilst African banks have consider-ably less tier-one capital than the major global players, developments in Africa match up to the global trend in growth over the past year.
3.2 A changing landscapeAlthough very positive overall, the banking landscape seems to be chang-ing rapidly. The mergers and acquisi-tion (M&A) and consolidation trend, both on a domestic and cross-border level, is generally expected to continue in the near future. The M&A trend has materialized in a number of interesting deals completed in the last year, for example:■ the acquisition of ABN AMRO Bank
by the consortium consisting of The Royal Bank of Scotland, Fortis Bank and Banco Santander;
■ the acquisition of LaSalle Bank by Bank of America from ABN AMRO;
■ the acquisition of BNL by BNP Paribas;
■ the acquisition of Capitalia by UniCredit in Italy;
■ the merger of Banca Intesa and Sanpaolo IMI.
Interestingly, another trend is the investment of huge amounts of cash by non-traditional, non-Western investors in the financial services industry of the Western world. The fourth quarter of 2007 saw a number of investments by Chinese and Middle Eastern entities in European and North American finan-cial institutions, examples being: ■ the Abu Dhabi Investment Authority
invested $ 7.5 billion in Citigroup, offering the largest US bank the
necessary capital in order to offset big losses from mortgages and other investments;
■ Chinese insurer Ping An acquired 4.3 percent of the share capital of Fortis and appointed a member to the Supervisory Board.
3.3 Showcase: ABN AMRO acquisition
The changing landscape referred to earlier applies very much to the Netherlands. From 1991 to 2007, ABN AMRO was one of the largest banks in Europe and had operations in about 63 countries around the world. Originating in the Netherlands, its history dated back to 1824. A con-sortium of three European banks, The Royal Bank of Scotland Group, Fortis and Banco Santander, announced on October 8, 2007, that an offer for 86 percent of outstanding ABN AMRO stock had been accepted, paving the way for the largest ever bank takeover in history.
The dismantling of ABN AMRO has commenced after many months of uncertainty about its future. Events started when in February 2007 TCI hedge fund asked the ABN AMRO Supervisory Board to actively investi-gate a merger, acquisition or break-up of ABN AMRO, since, in its opinion, the market capitalization of ABN AMRO did not reflect the value of the underlying assets. In April 2007, ABN AMRO and Barclays announced the proposed acquisition of ABN AMRO by Barclays. The deal was valued at € 67 billion and included the sale of the LaSalle Bank to Bank of America for € 21 bil-lion. A few days after the joint announ-cement by Barclays and ABN AMRO, the consortium issued their indicative
Global banking overview 2006 - 2007 1�
offer, which at that time was worth approximately € 72 billion. A precondition of the offer was that ABN AMRO would abandon its sale of LaSalle Bank to Bank of America. However, during the shareholders’ meeting on the following day a majori-ty of the shareholders voted in favor of the sale of LaSalle.In July 2007, Barclays raised its offer for ABN AMRO to € 67.5 billion. It did so after securing investments from the governments of China and Singapore. The offer remained below the offer made by the consortium in the previous week. At the end of July 2007, the ABN AMRO board withdrew its support for the Barclays offer, which was lower than the offer by the group led by RBS. The board stated that it could no longer recommend the offer from a financial point of view. At the beginning of October, Barclays withdrew its bid for ABN AMRO and, with 86 percent of the shareholders accepting the consortium bid and Fortis completing its financing, the consortium was able to formalize its offer and take control of ABN AMRO.
� Financial�Services the�way�we�see�it
4.1 IntroductionThis chapter provides an overview of the market for core banking systems. We begin by providing a brief history of the market. How was this market shaped?
We continue with the developments since the previous version of this sur-vey, dating from 2006. What hap-pened in 2006 and 2007? What acqui-sitions and alliances took place? Which partnerships broke up? Who won the major deals and are there any new challengers emerging?
Finally, we take a look into the future. What are the trends in vendor solu-tions, functionally and technically? Where do we feel the market will go?
4.2 History of core banking systems
The first core banking solutions appeared in the 1970s in the United States. Most of them ran on main-frame computers and were designed by the banks themselves or by third parties in conjunction with the large US banks. Limitations to exporting these systems outside the US were that these were mainly single-currency- based as they were designed for the US market only. In the 1980s, these solutions moved to all continents, mostly as a result of following the major US banks such as Citibank.
During the 1970s, 1980s and most of the 1990s, packaged banking solutions flourished in international operations. For domestic retail operations, howev-er, most large banks preferred to stay with the systems they had developed in-house. Some brave top-tier institu-tions did try replacing the in-house systems with package solutions cus-
tomized by top-tier banks, but these efforts consistently failed.
In the 1980s, we saw package solu-tions coming from other parts of the world, primarily Europe, Asia and Australia. Vendors with a different but comparable background also entered the arena, for example the private bank-ing solutions developed in countries such as Switzerland and Luxembourg. Because - due to the nature of their business - these were more customer-focused than the transaction-oriented, transaction-crunching engines avail-able before, they had a natural fit with the customer centricity that was com-ing increasingly into focus. Limitations of these systems mainly had to do with the ability to handle large volumes.
The 1990s saw new players emerging in India, benefiting from the opening up of the Indian economy, the avail-ability of English language skills, and the huge pool of highly skilled engi-neers. i-flex solutions (and its legal predecessor CITIL) can be considered as the first successful software product company from India that managed to sell outside the Indian subcontinent. It was followed by the likes of Infosys and Tata Consultancy Services (TCS) - companies that originally focused more on providing off-shoring, consulting and outsourcing services but moved into the software product business - and later by other product companies such as Polaris Labs and Nucleus.
At the end of the 1990s, new players made their entry. ERP giants such as SAP and IBM started entering the mar-ket (following a strategy of organic growth and development and with a presence at the heart of the accounting domain in many banks), followed a
1�
4 Vendor solutions
When did core banking become a market for vendor solutions, and what generations of solutions have there been?
few years later by Oracle (through the acquisition of i-flex solutions and Siebel and aligning these to their tech-nology and application strategies).
In the overview in figure 7, the histo-ry of core banking solutions is given in terms of decades, with details of the origination of core banking sys-tems.
4.3 Recent market developments Increasingly, the core banking market is ‘hot’, and since 2005 (our previous edition of this survey) the market has seen a great deal of movement. A lot of concentration has taken place, by means of mergers, acquisitions, strate-gic alliances and cooperation agree-ments, see figure 8. The following gives an overview of the major devel-
Figure 7: Core banking solutions history
Fidelity
Misys
Fiserv
TCS (TATA)
Sungard System Access
Accenture
T-Systems
Callatay & Wouters
Tietoenator
Temenos
Delta Informatique
SAP
I-Flex
Infosys
Nucleus
Polaris
1980s 1990s 2000s1970s
Source in the United States
First backoffice systems
Build in house, third party
Evolved to first packages
Take-overs/shake-out
Entrance new players
Replacing first systems
Failed to replace core
Move to all continents
Booming business
Follow banks oversea
Failed to replace core
Important sources India
Replacing core banking
Customer focus
Outsourcing
Equation
ICBS
Profile
Midas
SystematicsCorebanking
Bancs
Symbols
Alnova
Thaler
Core Banking Suite
T24
SAP Corebanking
Flexcube
Finacle
TCB
Delta Bank
Finnone
Intellect suite
Vendor solutions 1�
opments in the core banking market from 2006 onwards:
■ Fiserv completed the acquisition of NetEconomy, the global provider of technology solutions for anti-money laundering, fraud prevention, and compliance, based in the Netherlands.
� Financial�Services the�way�we�see�it
■ Fiserv also acquired Checkfree, a provider of financial electronic com-merce services and products includ-ing electronic bill payment and internet banking.
■ Oracle completed the acquisition of Siebel Systems (customer relation-ship management solution provider) and Hyperion (performance man-agement solution provider). It also raised its stake in i-flex to over 80 percent.
■ Oracle announced the formation of its Financial Services Global Business Unit, which would provide an integrated suite of standards-based, industry-specific applications for banks, insurance companies and capital market firms. The unit is led by Rajesh Hukku, founder, former CEO and now Chairman of the Board of i-flex solutions.
■ i-flex solutions acquired Mantas, a US provider of anti-money launder-ing and compliance technology.
■ SAP and Accenture ended their stra-tegic cooperation in the banking domain.
■ SAP acquired Business Objects. The companies believe that customers will gain significant business bene-fits through the combination of new, innovative offerings of enter-prise-wide business intelligence solutions along with embedded ana-lytics in transactional applications.
■ SAP and Callataÿ & Wouters announced collaboration between the companies to offer an end-to-end core banking solution for mid-size banks to build a business pro-cess platform, based on SAP soft-ware and technology.
■ interestingly, Misys also announced a strategic alliance with SAP to deliver an integrated banking sys-tem based on its BankFusion tech-nology, which will run on the Sap NetWeaver platform.
■ Tata Consultancy Services (TCS) consolidated its financial products business into a new Strategic Business Unit, TCS Financial Solutions.
■ TCS also announced the completion of the acquisition of its Switzerland-based partner TKS-Teknosoft (TKS), expanding its portfolio of banking products and consolidating its European operations.
■ Temenos and Metavante have entered into an agreement whereby Metavante will distribute the Temenos CoreBanking platform in the US. Temenos will retain royal-ties on license and maintenance fees, outsourcing fees and profes-sional services revenues. Metavante, one of the three largest US bank technology and payment-processing firms, will have exclusive US access to a co-developed global software
20
Figure 8: Vendor’s revenues
0%
> 10 billion Euro
1 - 9 billion Euro
100 - 999 million Euro
10 - 99 million Euro
10% 20% 30% 40% 50%
platform for the US market that is based on TCB.
■ T-Systems acquired MBS of Alldata and GEOS of SDS, but has not hith-erto sold it outside the German-speaking market.
4.4 Recent developments in package solutions
The core banking systems area is becoming more and more mature, with packaged solutions increasingly attaining a functional richness that was previously available only from in-house legacy solutions. They are also attaining a technical and organi-zational level that meets the business expectations in terms of agility, time to market and operational support.
“Although the argument that core banking functionality is fast becoming a commodity is valid, the means to support banking functionality in the back-office is changing. Business expectations for rapid time to market for products, and the corresponding operational support, are quickly out-stripping the capacity of development organizations to facilitate change. Most of this is due to trapped, line-of-business logic buried in appli-cation-specific legacy environments,” says Gartner’s Don Free. “The matura-tion of middleware messaging archi-tectures, the evolutionary path to serv-ices and event-driven constructs and new development techniques, such as service-oriented development, are simplifying maintenance and support of products while reducing volatility commonly associated with the intro-duction of new products and services. Some core banking vendors are already progressing quickly to achieve componentization of their back-office offerings.”
FunctionalityOn the functional side, we have not seen any fundamental change in the functionality required from core bank-ing systems. This means that many core banking system vendors have been able to bridge the functionality gap between them and the leading platforms. Some vendors have been able to improve the volume-processing capabilities of their functionally broad-er or more advanced systems. As a result, advanced functionality that was previously limited to private bank-ing clientele, for example, is now avail-able in core banking systems that are able to handle the volumes commonly arising in the mass retail banking mar-ket.
TechnologyOn the technical side, we have seen a move away from dependencies on hardware platforms and operating sys-tems. The vendor offerings conse-quently have access to a larger mar-ketplace. Conversely, it has given banks access to a much larger set of vendors and solutions. Banks can operate core banking systems on their platform of preference. Some banks prefer to stay on their well-embedded and reliable mainframe infrastructure. Others move to highly scalable com-modity platforms, freeing them from a lock-in to an increasingly small set of expensive mainframe specialists.
Messaging,serviceorientationandarchitectureWith regard to business expectations, the expectations for rapid time to market for products and the corre-sponding operational support are quickly outstripping the capacity of development organizations to facilitate change. This is leading to major devel-
Vendor solutions 21
“Although�the�argument�that�core�banking�functionality�is�fast�becoming�a�commodity�is�valid,�the�means�to�support�banking�functionality�in�the�back-office�is�changing.�Business�expectations�for�rapid�time�to�market�for�products,�and�the�correspond-ing�operational�support,�are�quickly�outstripping�the�capacity�of�development�organizations�to�facilitate�change.�Most�of�this�is�due�to�trapped,�line-of-business�logic�buried�in�application-specific�legacy�environments.”Don Free
Research�Director�Banking�
Gartner
� Financial�Services the�way�we�see�it
opments in the core banking area, namely messaging, service orientation and architecture. Messaging middle-ware has become a de facto standard. Service orientation and loose event-based coupling have become part of mainstream thinking. We have seen the arrival of the first business process frameworks for banking. Business process modeling and orchestration is on the rise. All this will give banks a great deal of freedom. A bank can buy the services that are available on the market from vendors, service-enable existing legacy systems or create its own services in areas where it feels this gives the bank an advantage in the market. And it can outsource when it feels that a service is not its core competence! We have seen vend-ors coming up with strategies in this area in the last two years and we have also seen the first resulting products.
4.5 Competitive landscapeAs part of the survey, we asked the participating vendors to tell us which vendors and solutions they consider to be their main competitors. The fol-lowing figure lists the answers to this question, see figure 9.
4.6 Future of the marketIn the past, there were a large num-ber of specialized solutions in the market. Some were strong in account handling, others strong in wholesale or retail lending and finally there were separate financial accounting solutions. All these packages had their own, proprietary architectural footprints.
Nowadays there seems to be a move towards alignment with the architec-ture stacks and frameworks of the ERP giants SAP and Oracle in this market.
Figure 9: Identified competitors
Vendor What are your major competitors?Accenture Callataÿ & Wouters Temenos i-flex solutionsDelta Informatique i-flex solutionsFidelity (Corebank) i-flex solutions TCSFidelity (Profile) i-flex solutions Temenos TCS Fiserv In-house developmentFidelity (Systematics) Fiserv Metavante CSC In-house developmentFiserv Infosys i-flex solutions Misys Temenos SAPI-Flex Temenos Infosys Misys SAPInfosys Temenos SAP i-flex solutionsMisys Temenos i-flex solutionsNucleus Polaris Temenos i-flex solutionsSAP AG i-flex solutions Temenos In-house developmentSunGard i-flex solutions Temenos Path Solutions (Islamic Banking) Misys TCS InfosysTCS i-flex solutions TemenosTemenos Fidelity Infosys i-flex solutionsTietoEnator T-Systems Kordoba Fiducia
22
Alongside the core banking offerings of the ERP giants (or subsidiaries), most independent vendors are aligning themselves to one of these platforms.
This should deliver the additional bene-fits promised in some of the initiatives of these ERP giants: embedded busi-ness intelligence, integrated customer relationship management, integrated financial accounting and reporting and integrated risk management, regulatory compliance and fraud detection.
So far we have seen Misys and Callataÿ & Wouters deciding on a strategic cooperation with SAP. i-flex solutions obviously aligns itself to the Oracle stack.
Fiserv has integrated business intelli-gence, customer relationship manage-ment, and integrated risk manage-ment, regulatory compliance, and fraud detection, which can be com-bined with financial accounting and reporting capabilities from within the Fiserv group of companies.
Vendor solutions 2�
Figure 10: Best of breed solutions
Domain Vendor Solution
Payments ACI�WorldwideDovetail�SystemsFundtechCBAClear2PayTietoEnator
ACI�Payments�FrameworkDovetail�SystemsGlobal�PayPlusIBASOPFGlobal�Payments�Solution
Lending FidelityMisysSS&CBAIAFSNucleus
ACBSLoan�IQLMS�Loan�SuiteComponent�BankerAFS�Lending�SolutionFinnOne
Securities T-SystemsADP�DSTSS&CSungard
GeosGloss�&�TarotHiPortfolioDifferent�solutionsDifferent�solutions
The Indian pure players have so far chosen to remain agnostic in this respect and have come up with SOA and BPM stacks of their own.
4.7 Specialized ‘best of breed’ solutions
Besides the core banking solutions, there are also some very good special-ized solutions in specific domains. Figure 10 lists some of these in the domains of Payments, Lending and Securities.
� Financial�Services the�way�we�see�it
The four main stages are:■ Make or buy■ Selection■ Implementation■ Operation
In all this, architecture is one of the key elements. Capgemini’s Integrated Architecture Framework (IAF) is our approach that addresses all the aspects required by enterprise architecture in order to integrate business and infor-mation technology change. In the next section, we give an overview of IAF, after which we continue with the stages as defined above.
5.1 Integrated Architecture Framework
The Integrated Architecture Frame-work (IAF) is Capgemini’s approach that addresses all the aspects required
by enterprise architecture in order to integrate business and information technology change.
IAF itself is a content framework that defines the possible deliverables with-in an architecture engagement. The framework is supported by reference architectures and patterns, which serve as a solid foundation for fast and efficient elaboration of enterprise archi-tectures. Within engagements, the architect uses roadmaps to define how it is run and how the specific client objectives are met.
Therefore, there is a separation in IAF between the content and the approach within an architecture engagement. The major structure of IAF can be outlined as follows in figure 11.
5 Package-based solutions
Figure 11: IAF Integrated Architecture Framework
Artifacts & views Artifacts & views Artifacts & viewsPhysical
WITH WHAT?Artifacts & views
Business TechnologyinfrastructureInformation Information systems
Security
Contextual WHY?
Governance
Artifacts & views
Artifacts & views
Artifacts & views
Artifacts & views
Artifacts & views
Artifacts & views
Artifacts & viewsConceptual
WHAT?
LogicalHOW?Artifacts & views
24
For the successful implementation of packagebased solutions, you can distinguish four main stages.
IAF addresses four architecture aspect areas: Business (B), Information (I), Information Systems (IS), and Techno-logy Infrastructure (TI). An aspect area looks at one system from a specific standpoint. The topics addressed in each of the aspect areas may differ, but there are strong interdependencies between each of the aspect areas. Ideally, all aspect areas must be incor-porated in the architecture design to ensure its usability as a single system; omitting any of the aspect areas intro-duces additional risk.
Developments in business and tech-nology often require special attention to the architecture design. Within IAF this is translated into two specialized views: governance and security. Both specialized views emphasize the quali-ty aspect of the architecture and are selected parts of the aspect areas.
IAF recognizes four levels of abstrac-tion: contextual, conceptual, logical, and physical. The first, contextual, is for answering the ‘why’ question and to provide context information and key principles that support the value proposition for the architecture to be developed.
The benefits of using IAF include:■ The architecture is defined by and
justified in terms of business needs. There is a direct link between the business and its supporting IT. IAF is a key prerequisite for business-IT alignment.
■ The architecture is maintainable, thus maximizing the original invest-ment by the business. It can be used as a basis for capacity planning and control.
■ IAF ensures completeness of the design.
■ IAF reduces the risk of ‘losing requirements’ between the phases.
■ IAF provides an approach for Enter-prise Application Integration (EAI).
■ IAF has proven consistency with the latest software delivery methods such as the Rational Unified Process (RUP).
5.2 Stage 1: Make or buy
A major consideration for banks with a demand for system replacement is whether to build it in-house or buy an off-the-shelf package. Most large banks have until recently preferred the in-house route, on the basis that core banking systems are responsible for the most critical tasks of bank opera-tions and require complete and ulti-mate control by the bank. Therefore, they did not want to rely on vendor solutions for managing accounts and processing transactions.
A bank has several options for its core banking systems, with the most appro-priate option being based on its drivers and the relative effect on its KPIs:
■ Donothingbutcontinuethenor-malmaintenanceonthecurrentsystem(s). For the old legacy systems this means that maintenance costs and risks will increase significantly as time passes, so another decision will normally have to be made in the next few years.
■ Developanewsystemin-house. Although cost and risk may well rule this out, this is still the biggest com-
Make or buy Selection Implementation Operation
Package-based solutions 2�
Making a clear and strategic choice in this phase is essential before entering the package selection phase.
� Financial�Services the�way�we�see�it
petitor, mostly because of the influ-ence of the IT department, and from the end-user perspective the number of changes will be limited. If this alternative is chosen, risks can be mitigated by opting for approaches based on service-oriented architec-ture or model-driven architecture.
■ Procureapackagedsolution. The challenge of this option is to find a packaged solution that is suit-ably scalable and that will integrate into the bank’s technical environ-ment. Plug-and-play packaged solu-tions provide flexibility in product development and deployment and enable lower cost development through buying commoditized devel-opment services from third-party suppliers. Changes in the current processes are unavoidable in order to benefit from the strengths of a pack-aged solution. Choosing a packaged solution makes it possible to take advantage of functionalities devel-oped for other banks. This makes it possible to benefit from these func-tionalities within short timeframes.
■ Outsourcetheservice. The challenges of this option are to integrate with and manage such a service. Outsourcing can offer ways to defray capital costs and reduce risk. Outsourcing can be based on the company’s own solution or a (new) package. The size of the bank is likely to influence which option is preferable. Alignment between own and outsourced processes is essen-tial and they are managed via serv-ice level agreements.
Making a clear and strategic choice in this phase is essential before entering the package selection phase.
5.3 Stage 2: Selection
5.3.1 MethodologyCapgemini’s well-proven system selec-tion methodology has been applied for leading customers in the financial services industry around the world and has minimized the risks involved in system selection. Selecting the right system can make an enormous differ-ence in terms of market offerings and process efficiency.
In this section, we give a brief over-view of Capgemini’s system selection methodology, see figure 12.
Make or buy Selection Implementation Operation
Figure 12: Delivery selection method
Start up
Milestone
Time
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Phase 6
Define short list
Evaluate
Validate(optional)
Approved project plan
Approved long list
Approved short list
Preliminary choice
Validated package
Implementation
Confirm and finalise preferred
solutionGo/no go
Focus & direct
2�
It has been developed and continu-ously refined over a number of years as a refinement and adaptation of gen-eral system selection methodologies for the specific needs of the bank and other financial service institutions.The package selection method is used to select a software package that best matches the business needs of the cli-ent. The method supports and objec-tifies decision making with respect to software selection and consists of seven streams and five phases.
The starting point of the method is a business requirement to automate a business functionality by using a stan-dard software package. Standard soft-ware is defined as a software package that is supplied by a software vendor and has 80 percent of the required functionality out of the box. A stan-dard software package may be highly parameterized. Therefore, a large set-up may be necessary to achieve the 80 percent of productive functionality. The method can be used to select one or a combination of software packages.
The selection method is used to devise objective criteria so that the decision process is rationalized. Besides sup-porting the decision making process, the package selection method pre-pares the organization for the imple-mentation of the software package.A properly executed package selection can save a lot of time during imple-mentation of the package!
Start-upThe purpose of the start-up effort is to ensure that sufficient resources are available to the project, so that a clear plan with deadlines is in place, the members of the project team are aware of their responsibilities, and
that there is sound management buy-in to the project.
Focus and directThe focus and direct phase scopes the package selection project, answering the questions as to why the business will start the project, what goals the business will attain, what approach will be used by the project to attain the goals and what the limits of operation of the project are. While the start-up phase has a strong focus on preparing the - organizational - conditions for conducting the project appropriately, the package selection project starts in earnest with the focus and direct phase. The focus is business-oriented, or one might say content-oriented.
Define shortlistIn this phase the project team tries to deliver a shortlist of three to five packages which most closely match the current and future requirements specified by the organization. After a long list of packages has been drawn up, with the aid of the Capgemini packages database, a Request for Information (RFI) is sent to these vendors. Based on the answers to the RFI, a shortlist is drawn up which will serve as the basis for the remainder of the selection process.
EvaluateThis phase provides the package eval-uation process. During this package selection phase, the project team will conduct a thorough review and analy-sis of several potential short-listed software tools which meet the client’s business requirements and enable the desired business processes. This phase ends with one preferred potential soft-ware tool which meets the client’s business requirements.
Package-based solutions 2�
� Financial�Services the�way�we�see�it
port in the future. It is essential to select a system that not only supports the current situation, but also allows the organization to respond to future market demands and change its value proposition and customer experience accordingly.An important aspect is the choice of an integrated system or a ‘best of breed’ infrastructure. Smaller institutions will often have a preference for integrated systems. A well-chosen system pro-vides all the necessary functionality, causes not too much trouble with interfacing and innovation, and is supported by the vendor. Large and sophisticated banks, however, will opt for a ‘best of breed’ infrastructure. No single system totally covers their requirements, so they have to choose specific software components for spe-cific functionalities.
A solid architectural basis is key in these cases. These infrastructures intro-duce the need for a middleware com-ponent. This is vital, since it reduces the interfacing issues to a minimum and guarantees flexibility in a complex environment, see figure 13.
2�
ValidateIn the validate phase, the package solution will be tested in full practice. The provider will have to install the system in a client’s test environment. The reason for doing this is to elimi-nate the final uncertainties. In the previous phase, a short valida-tion of the package is included as part of the package selection. This short validation may be a proof of concept in which specific functionality is test-ed. This test is included to ensure that the package can be parameterized or extended to support the required functionality. This short test is not used to test all functions of the pack-age. The validate phase is included for the checking of all functions. To start this phase, the client signs a letter of intent. In this letter of intent he declares that he will purchase the package subject to a positive valida-tion in this phase.
This validation phase is optional. In most situations, all the information gathered in combination with a short proof of concept in the evaluation phase will be sufficient to reach a decision.
Confirm and finalize the preferred solutionThe objective of this phase is to get the final sign-off of the package selec-tion project. With this sign-off the cli-ent agrees to the solution as advised by the project team.
5.3.2 Integratedor‘bestofbreed’The selection of a core banking sys-tem is a strategic decision with long-term implications. The future business vision needs to be established in order to determine what business setting the new banking system will have to sup-
The selection of a core banking system is a strategic decision with longterm implications.
Figure 13: ‘Best of breed’ or integrated solution
Best of breed(multiple systems)
Integrated solution(one system)
Pros Advanced�functionality No�interfaces�in�the�transaction�flow
Switching�parts�of�the�systems�architecture�gives�lower�costs
Makes�reporting�easier�across�the�transaction�flow
Less�dependence�on�one�vendor Easier�maintenance�of�databases
Cons Implementation�and�maintenance�is��complicated Does�not�cover�all�functionality�requirements
Multiple�databases�often�cause��inconsistent�data
Specialized�systems�outside�transaction�flow�might�be�inevitable
Overall�higher�costs�for�licenses Replacing�the�complete�system�architecture�results�in�higher�costs
Vendors�have�to�cooperate�during�implementation
5.3.3 SelectioncriteriaSystem selection does not mean choos-ing a system with the most extensive functionality. It is a dynamic process in which different selection criteria must be matched with existing and future business processes and system architectures. There should be a match between the business processes, the system and the organization.
The system selection process must be driven primarily from a business per-spective, rather than being treated as a choice between change and improve-ment of the current state. Any emo-tional bias towards an existing solu-tion will introduce hidden variables that influence the decision.
VendorSelecting a core banking solution should not be a tactical, point-driven, decision making effort. It is entirely strategic and vital to the long-term health of the bank. The viability of a vendor is therefore a crucial element in the search for a replacement sys-tem. Analyze a vendor’s viability, not just in terms of financial stability, but also by scrutinizing technical compe-tence, development capability, quality of support, marketing and sales reach, alliances and partnerships, and man-agement performance.
Support and ServicesPart of selecting the right vendor is having a good understanding of the support and services a vendor pro-vides during the implementation proj-ect and once the solution is in produc-tion. What is the release and upgrade strategy? How are new requirements incorporated in the solution? What types of consultants are available dur-ing the implementation project?
Implementation and migrationOne of the most compelling areas of a bank’s analysis lies in the implementa-tion practice of the vendor. Failure to perform due diligence regarding ven-dor project management capabilities has the potential to drive implementa-tion costs exponentially and dispirit bank staff.
It is vital to talk with a vendor’s cus-tomers to gain ‘real world’ experienc-es. Vendors will have their targeted list of references for use in the sales cycle. It is important to talk with banks that have similar profiles - how they use the system and matching scale - to gain a more balanced per-spective. However, be aware that the banks on these lists often receive pref-erential treatment from the vendor.
Functional aspectsFunctionality is the most important cri-terion in the system selection process. When evaluating a system’s functional-ity in relation to the needs of the bank’s business, it is imperative to con-sider not only the current needs and functionality, but also future needs, as well as the vendor’s policy towards upgrades, changes, and additions. Functional aspects vary between finan-cial institutions with different strategies and different commercial activities.
Technical aspectsThe organization’s existing technical infrastructure and capabilities limit the choices. Adding new components to an existing technical architecture can substantially influence operational and maintenance costs. Technical pre-conditions for the selection process, based on IT and business principles, can be defined in the terms as shown in figure 14.
Package-based solutions 2�
� Financial�Services the�way�we�see�it
Business valueReturn on investment (ROI) is an important criterion, but does not solely define the true value of IT investments. A more practical measure is the busi-ness value of IT that takes ROI into consideration as well as other impor-tant factors, such as strategic alignment, architecture, risk, and business process impact.
SecurityThe assessment of a solution in terms of its fit with the bank’s internal secu-rity standards helps to prevent a lot of discussion during the implementation project. By involving the departments responsible for the security aspects, any gaps can be properly identified. These gaps can either be filled by the vendor in its next release, or resolved by specific activities during the imple-mentation project.
5.4 Stage 3: Implementation
5.4.1 MethodologyTo implement the package on a solid basis, the best option is to use a struc-tured approach based on best practices. Capgemini offers an implementation method and a multi-site implementa-tion framework, which can also be combined.
RAPIDThe Redesign through Application Package Iterative Development (RAPID) method resides between the extremes of just implementing a pack-
age using current state processes and ‘blank sheet’ innovation.
This method is intended to be used on projects where a significant degree of redesign around core/strategic pro-cesses is desired, with a package serv-ing as a primary enabler of that effort. At this point, the package has already been selected. The method includes comprehensive guidance to deal with the organization design and change management issues inherent in a package-based engagement.
RAPID strives to accelerate the speed to value by focusing the redesign effort on those processes that will yield the greatest value to the organi-zation while adopting the package processes in non-core/strategic areas. The business case serves as the benchmark by which ‘value’ is mea-sured. Key project decisions should be evaluated based on their quantita-tive benefit versus qualitative opin-ions on what is critical to the organi-zation.
Figure 14: Principles
Business principles IT principles
Multi-language Scalability
Multi-channel Technical�platform,�hardware,�operating�system
Multi-brand�(white�labeling) Service�and�message�architecture
Flexibility�to�product�changes Flexibility�to�technology�changes
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To implement the package on a solid basis, the best option is to use a structured approach based on best practices.
Make or buy Selection Implementation Operation
RAPID draws on leading practices, innovative deliverables, and lessons learned from our most successful ERP projects to improve quality and accel-erate results. There are several Capgemini differentiators that have been included in RAPID to ensure the solution provides speed, value, and quality. Some of the major areas are noted below:■ Accelerated Workshops: the method
recommends the use of Accelerated Workshops to improve the speed and quality of the project. These ses-sions provide a major differentiator as compared to all our competitors, and can accelerate the time to the first go live. This unique approach dramatically accelerates the project, compressing months of work into days of intensely focused effort.
■ Development Centers: we strongly urge all projects to utilize our off-shore Delivery and Development Centers to accelerate our time to deliv-ery. Using offshore centers also pro-vides a reduced cost for the project.
■ Project Management Method: our project management method is a complete end-to-end project man-agement method. Within RAPID, all activities that have been identified as project management activities are
Package-based solutions �1
linked directly with the project management method, see figure 15.
To conclude, through RAPID, Capgemini offers the following key benefits in implementing packaged solutions:■ RAPID is a comprehensive and well-
tested route map covering all aspects of a large package implementation, where the package is seen as an ‘enabler’ of business change.
■ The main characteristic of RAPID is its business-oriented approach towards large-scale IT projects, ensuring that business goals are used as a yardstick of success throughout the engagement.
■ RAPID integrates people, processes, and technology aspects within its main phases of solution definition, solution development, and imple-mentation.
■ RAPID ensures process innovation and improvement and reduces delivery time and risk.
MIRThe objective of a Multi-site Implementation and Roll out (MIR) initiative is to enable an organization to adopt a consistent approach to its business processes, by delivering real business benefits through the con-trolled implementation of a common enterprise system to multiple locations within a business sphere of influence.
The Multi-site Implementation and Roll out framework is used when a package or a specific solution needs to be implemented at a number of sites (international or otherwise) within an organization. MIR is Capgemini’s serv-ice offering to manage such large-scale programs, regardless of the type of system implemented.
Figure 15: The Capgemini methodology for a package implementation
Project management
Build-to-run transition
Projectinitiation
Solutiondefinition
Solutiondevelopment
Implemen-tation
Post-Implemen-tation support
RAPID
� Financial�Services the�way�we�see�it
MIR is specially developed for a roll out of a solution at multiple locations (branches, countries, regions), see figure 16.
The specific objectives of the MIR framework are to:■ provide a flexible delivery structure
which can be easily tailored to suit any specific client situation;
■ help in delivering integrated services; ■ lower risk of failure; ■ provide a platform for operating
units to share and leverage best practices to support the framework.
An important part of this method is a pilot in one location and, after improvement, a roll out to the other locations. Implementation features to define a MIR initiative include:■ Multi-site implementation: not nec-
essarily international, but ten or more sites at different levels from upper ‘global’ or ‘coordination’ level to ‘local’ or ‘user’s site’ level.
■ Business changes will be involved: they are not necessarily a business process re-design initiative, but are more than the traditional/simple alignments to allow the use of a new IT solution.
■ Implementation of an IT solution within the involved organization: this generally includes more than one company or legal entity, and can even be extended to suppliers or contractors involved in the cli-ent’s organization.
■ Need for an extended support struc-ture at multi-site level: this includes not only the traditional ‘IT support and maintenance’ organization, but also all human resources to be involved at the different levels from ‘global project office’ level to local implementation site.
■ Need for ‘customization’ at the vari-ous levels involved: this could involve customization and adapta-tion from a ‘corporate’ or ‘coordina-tion’ level to different ‘localized’ ver-sions at the user’s site level. This also includes the needs related to ‘config-uration management’ of the IT solu-tion, as well as its ‘version manage-ment’, and can also lead to a further ‘application management’ effort.
■ Training needs at various levels: this is not to be limited to the ‘new sys-tem’ training at IT level, but should include all types of ‘education and training’ needs allowing harmonious operation with the new organiza-tion. Training should be extended to cover new organization and busi-ness processes. Training is necessary in the different steps of a program and includes the training for the project teams, implementers, train-ers, end-users, et cetera.
■ Change management in the broadest sense: this should include all aspects
Figure 16: The Capgemini methodology for a roll out at multiple (local/global) locations
Business
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related to how to manage the chang-es in the organization at the various levels. This includes the levels from ‘Global’ to ‘Site’, business-related aspects (such as organization, human resources, business processes, et cetera), as well as IT-related aspects (change requests for the core solu-tion, version and configuration man-agement, application management, et cetera), and support aspects.
5.5 Stage 4: Operation
After the implementation, the actual operation starts. At the beginning, employees and management have very high expectations of the newly chosen solution. But these can easily be dam-aged. Production problems will occur and requirements will change over time. It relies on a well-thought-out maintenance phase and support by both supplier and internal experts. Various options for maintenance are available. You can decide independent-ly on both the way in which the main-tenance entity is organized and the location of this entity. Both elements can be combined in all kinds of ways.
5.5.1 Organization
In-house departmentIT infrastructure, release management, testing and customer support are managed within the company. This requires the availability of employees with first-line technical and functional expertise in the package. The supplier can provide second-line support. This
option is preferred if the application incorporates many tailor-made solu-tions and interfaces.
OutsourcingIn this option, the bank delegates the activities to a third-party entity that specializes in that operation. The activities can range from pure hard-ware operations to complete business processes. There are some specialized forms of outsourcing companies:
■ Application outsourcing - Software as a Service (SaaS). The
service provider manages and dis-tributes software-based services and solutions to customers over a network. There are different types of SaaS constructions, depending on the responsibilities of each party.
■ Process outsourcing - Shared Service Center (SSC). A
shared service center is a profes-sional organization, executing specific business functions for (internal) clients. The same func-tions are executed as in the first option, but now they are shared with one or more other depart-ments. The main objectives are cost efficiency through economies of scale and improving quality. Shared service centers are accountable for the services sup-plied. The main disadvantage is the dependency on the other par-ties.
- Transaction Bank. A specialized company for processing specific operations (for example payments or securities processing) from a bank. Key words are automation (replacement of labor-intensive work), standardization (elimina-tion of complexity costs), and
Package-based solutions ��
Production problems will occur and requirements will change over time. It relies on a wellthoughtout maintenance phase and support by both supplier and internal experts.
Make or buy Selection Implementation Operation
� Financial�Services the�way�we�see�it
economies of scale (better lever-age of fixed cost and R&D cost). These are the same activities/pro-cesses in each financial institu-tion. The Transaction Bank is often a joint venture between an IT company and a number of par-ticipating banks.
- Business Process Outsourcing (BPO). BPO is the contracting out of a specific business task to a true third-party service provider.
5.5.2 Location
Near shoreNear shore moves operations or jobs from internal production to an exter-nal entity in a nearby region of the world.
OnshoreOnshore moves operations or jobs from internal production to an exter-nal entity within the same country.
Offshore (Far shore)Offshore moves operations or jobs from internal production to an external entity in another region of the world.
On-siteOn-site leaves part of the service with-in the client facilities.
Rightshore®
Rightshore® is a Capgemini operating approach that leverages global deliv-ery in order to place processes, servic-es, and/or functions in the best loca-tion, that is, a blend of capabilities onshore (delivery on-site or within the same country), near shore (delivery from nearby regions), and/or offshore (delivery from different continents), tailored and coordinated to meet spe-cific business goals.
Figure 17: The organization for an implemented package solution
Business Process Outsourcing
In Housedepartment
Outsourcing
SSCShared Service Center
TransactionBank
SaaS,Software as a Service
Control,Stake
High
Low
EfficiencyLow High
Figure 18: The location for a package solution
Offshore
Rightshore®
Onshore
Near shore
ComplexityRisk
High
Low
Customer Interaction/IntimacyLow High
On-site
�4
We have worked closely with the world’s most prominent and success-ful financial institutions and have total worldwide revenues of more than $ 1 billion in financial services.
Because of the acquisition of Kanbay in 2007, Capgemini had the strongest presence in India of the top-three consultancy companies in the world and became a very strong player in the financial services industry.Capgemini’s global FS Centers of Excellence drive global sales & deliv-ery support, leveraging best practices
and subject matter experts around the world. Within these structures you will find the FS Industry Packages Center of Excellence. In this center, all the knowledge is concentrated around a wide variety of package-based solu-tions in the financial services industry.
It is not possible to draw a clear dis-tinction between core- and non-core FS consultants, but most of the knowledge and experience is in this area. The knowledge is captured in all kinds of ways, including process models for each area.
6 Capgemini in core banking
Figure 19: Capgemini in financial services
Manufacturing,Retail &
Distribution
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Asia Pacific(India 6,979)
8.231
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Capgemini in core banking ��
Capgemini is a leading global consulting firm with a very strong presence and headquarters in Europe.
� Financial�Services the�way�we�see�it
Capgemini in Financial Services
World Retail Banking Report World Wealth Report World Payments Report World Insurance Report
From benchmarking to best practices, global or local, Capgemini brings the latest in industry innovation and insights with 4 global reports to helporganisations be more competitive and responsive to market demands.
Download reports at www.capgemini.com/financialservices
■ Annual price index of banking services across national markets
■ Covers 194 banks in 26 countries
■ Produced with ING and the European Financial Manage-ment & Marketing Association
■ Features - Driving profitable growth in domestic markets
■ Annual collaboration between Merrill Lynch and Capgemini
■ Leading source of information on Wealth trends
■ Provides a deep understanding of the investment needs of the world’s high net worth individuals (HNWI’s) - and the evolving implications for the wealth management industry
■ Annual report produced by Capgemini and industry leaders ABN AMRO and EFMA
■ Investigates the payments business and revenue and long term implications of the SEPA for users and providers of payments services in the euro zone
■ Features - Issues banks need to address to adapt their payments business to the new SEPA environment
■ Annual report produced by Capgemini
■ Leverages insurer client interviews and over 11,000 proprietary customer surveys
■ Addresses markets in twelve countries covering over 60 percent of the global insurance premiums written
■ Features - An examination of the evolving global insurance market
WORLD RETAIL BANKING REPORT
2008
2007
World Wealth Report world payments
REPORT 2007
WORLD INSURANCE REPORT2008
��
Capgemini’s world reportsFrom benchmarks to best practices, global or local, Capgemini brings the latest in industry innovation and insights with four global reports to help organizations be more competitive and responsive to market demands.Download reports at www.capgemini.com/financialservices
Each year Capgemini publishes World Reports for Payments (together with EFMA and ABN AMRO), Retail Banking (together with EFMA and ING), Wealth Management (together with Merrill Lynch) and Insurance (together with EFMA) with one of our globally lead-ing clients. The reports describe the trends in the specific areas.
� Financial�Services the�way�we�see�it
Capgemini’s System SurveysCapgemini also frequently publishes Systems Surveys similar to this one. The ‘Treasury Systems Survey’ and the ‘Asset Management Systems Survey’ were released in 2007 and the latest ‘Retail Banking Systems Survey’ was published in 2006.
Systems Surveys (Retail Banking, Asset Management, Treasury)
Retail Banking (2006)Private Banking (2005) Asset Management (2007) Treasury (2007)
Capgemini frequently publishes surveys for specific banking domains with the latest trends in that market and an overview of the most important vendors in the mature markets. It also describes the ways to select, implement and run the solutions.
Download reports at www.capgemini.com/financialservices
The insights given into business trends, vendor market and selection and implementation methods together with an high level overview of the main solutions in the mature markets assist you in efficiently narrowing down the search for the right solution.
The insights given into business trends, package selection criteria, methods and information provided by the solution vendors should assist you in efficiently and fundamentally narrowing down the search for the right solution provider and make it easy to connect with the vendors on a well-informed basis.
The European Asset Manage-ment Report 2007 takes a look at trends and developments in the asset management sector, including the influence of globalization and compliance legislation.
Takes a look at trends and developments in the Treasury sector including the influence of BPO, globalization and compli-ance legislation.
European Asset Management Report 2007
Financial Services the way we do it
Treasury Systems Survey 2007
Financial Services the way we do it
Capgemini in core banking ��
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the way we see itFinancial Services
Retail Banking Systems Survey
Survey Results 2006
Capgemini Nederland B.V.
Papendorpseweg 100
P.O. Box 2575 - 3500 GN Utrecht
Tel. +31 30 689 00 00
Fax +31 30 689 99 99
The Netherlands
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� Financial�Services the�way�we�see�it
Appendix: Detailed systems overview ��
Appendix 1: Detailed systems overview
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� Financial�Services the�way�we�see�it
Appendix: Detailed systems overview 41
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4242
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mp
any
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
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ters
Del
ta In
form
atiq
ue
Fid
elity
Fid
elity
Fid
elity
Fise
rv
i-fle
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lutio
ns
Info
sys
Mis
ys
Mis
ys
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leus
Pol
aris
SA
P A
G
Sun
Gar
d
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Tem
enos
Tem
enos
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yste
ms
So
luti
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Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
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B
Sym
bol
s
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CB
S
MB
S;
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OS
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e
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ain,
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rid
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al S
ervi
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Sol
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n G
roup
)
Bel
gium
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russ
els
Fran
ce,
Tour
s
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, Lo
ndon
UK
, Lo
ndon
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, Lo
ndon
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, Lo
ndon
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EA
HQ
)P
olan
d,
War
saw
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cow
Net
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ster
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ndon
Luxe
mb
ourg
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mb
ourg
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ndon
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ndon
Ger
man
y, W
alld
orf
Slo
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a, B
ratis
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ndon
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ndon
Finl
and
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elsi
nki.
Sw
eden
, S
tock
holm
Ger
man
y, F
rank
furt
No
rth
Am
eric
a
US
A,
Mur
ray
Hill
(F
inan
cial
Ser
vice
s S
olut
ion
Gro
up)
Jack
sonv
ille,
Flo
rida,
US
A
US
A,
Jack
sonv
ille,
Flo
rida
US
A,
Jack
sonv
ille,
Flo
rida
US
A,
Lake
Mar
y, F
lorid
a,
US
A (N
A a
nd F
iser
v C
BS
Wor
ldw
ide
HQ
)U
SA
, A
rling
ton
Hei
ghts
, IL
US
A
US
A,
New
Yor
k
US
A,
Frem
ont,
CA
US
A,
New
Yor
k
US
A,
New
Yor
k
US
A,
New
Jer
sey
US
A,
Isel
in,
NJ
US
A,
Phi
lad
elp
hia
US
A,
New
Yor
k
US
A,
Flor
ida,
Orla
ndo
US
A,
Flor
ida,
Orla
ndo
US
A,
New
Yor
k
Afr
ica
Acc
entu
re h
as o
ffice
s an
d op
erat
ions
in
mor
e th
an 1
50 c
ities
(49
coun
trie
s)
acro
ss th
e w
ord,
som
e of
them
in th
is
geog
raph
ic a
rea.
Dub
ai
Alg
iers
, C
asab
lanc
a; C
amer
oon,
Ya
ound
é;S
eneg
al,
Dak
ar;
Gab
on,
Lib
revi
lle
UK
, Lo
ndon
Ind
ia,
Mum
bai
UA
E,
Dub
ai
UA
E,
Dub
ai
Nig
eria
, La
gos
Sou
th A
fric
a, C
ape
Tow
n
Sw
itzer
land
, G
enev
a
Sw
itzer
land
, G
enev
a
Sou
th A
fric
a, M
idra
nd
Lati
n A
mer
ica
Acc
entu
re h
as o
ffice
s an
d op
erat
ions
in
mor
e th
an 1
50 c
ities
(49
coun
trie
s)
acro
ss th
e w
ord,
som
e of
them
in th
is
geog
raph
ic a
rea.
Bra
zil,
Sao
Pao
lo
Bra
zil,
Sao
Pao
lo
Bra
zil,
Sao
Pao
lo
US
A, L
ake
Mar
y, F
lorid
a (C
anad
a, L
atA
m a
nd
Car
ibbe
an H
Q);
Mex
ico,
Mex
ico
City
Col
ombi
a, B
ogot
a
US
A, M
iam
i
Arg
entin
a, B
ueno
s A
ires
Mex
ico,
Mex
ico
City
Mex
ico,
Mex
ico
City
Chi
le, S
antia
go
Chi
le, S
antia
go
US
A, F
lorid
a, O
rland
o
US
A, F
lorid
a, O
rland
o
Bra
zil,
Sao
Pao
lo
APA
C
Acc
entu
re h
as o
ffice
s an
d op
erat
ions
in
mor
e th
an 1
50 c
ities
(49
coun
trie
s)
acro
ss th
e w
ord,
som
e of
them
in th
is
geog
raph
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rea.
Sin
gap
ore
Thai
land
, B
angk
ok
Thai
land
, B
angk
ok
Thai
land
, B
angk
ok
Sin
gap
ore
Aus
tral
ia,
Syd
ney
Chi
na,
Bei
jing
Sin
gap
ore
Ind
ia,
Ban
galo
re
Sin
gap
ore
Sin
gap
ore
Sin
gap
ore
Sin
gap
ore
Sin
gap
ore
Sin
gap
ore
Sin
gap
ore
Sin
gap
ore
Sin
gap
ore
Sin
gap
ore
Reg
iona
l off
ices
Appendix: Detailed systems overview 4�
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any
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any
Acc
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Cal
lata
ÿ &
Wou
ters
Del
ta In
form
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Fid
elity
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elity
Fid
elity
Fise
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Info
sys
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
TCS
Tem
enos
Tem
enos
Tiet
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tor
T-S
yste
ms
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
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file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
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n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
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B
Sym
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s
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OS
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enue
s w
hole
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mp
any
as r
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(2
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$ 19
.695
.814
.000
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24.0
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00
$ 4.
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$ 4.
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8
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00.0
00
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f co
re
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lic
50.0
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00
22.0
00.0
00
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lic
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pub
lic
Not
pub
lic
Not
pub
lic
Not
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lic
90.0
75.7
58
408.
507.
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408.
507.
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26.5
15.1
52
48.9
85.6
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30.3
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128.
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300.
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35.0
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00
No
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170.
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00
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00
23.0
00
10.7
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00
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00
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16.0
00
56.0
00
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No
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lic
500
270
Not
pub
lic
Not
pub
lic
Not
pub
lic
19.7
00
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pub
lic
2.90
0
2.68
2
2.68
2
500
2.50
0
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436
3.00
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2.20
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2.20
0
250
400
No
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&D
fo
r co
re b
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lic
120
120
Not
pub
lic
Not
pub
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pub
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4.70
0
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pub
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1.01
8
877
877
200
75 Not
pub
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72 1.20
0
535
535
Not
pub
lic
300
No
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Eur
op
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460
255
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pub
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156
Not
pub
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60 865
865
10 50 Not
pub
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90 350
700
700
250
400
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1,32
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0,67
� Financial�Services the�way�we�see�it
4444
So
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Acc
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Cal
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Del
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form
atiq
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Fid
elity
Fid
elity
Fid
elity
Fise
rv
i-fle
x so
lutio
ns
Info
sys
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
TCS
Tem
enos
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
TCS
BaN
CS
T24
TCB
CB
S
MB
S;
GE
OS
Co
mp
any
star
t to
o
ffer
b
anki
ngso
ftw
are?
1980
1991
1981
1969
1969
1969
1984
1991
1992
1977
1977
2000
1993
1995
1988
1985
1993
1993
1990
1995
Gen
eral
so
luti
on
info
rmat
ion
Year
o
f fir
st
inst
al-
lati
on
1988
1991
1994
1998
1975
1977
1984
1997
2000
1978
1977
2001
2002
1995
1988
1985
1993
1998
1992
1990
Cur
rent
ver
sio
n nu
mb
er
Arc
hite
ctur
es 8
.1
Vers
ion
2
vers
ion
9
Rel
ease
4.4
V7.
2
205.
072
8.1
FLE
XC
UB
E V
.UM
R
elea
se 1
0.0
FLE
XC
UB
E V
.CO
R
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Mid
as P
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1
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Inte
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s 5.
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RP
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8.3
V9.
9
R.0
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7.0.
2
6.4
7.0
(MB
S b
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)
Year
of
rele
ase
of
this
ve
rsio
n
2007
2001
2005
2007
2007
2007
2006
2007
2007
2007
2006
2007
2007
2007
2006
2007
2007
2007
2007
2007
bra
nche
s
X X X X X X X X X
enti
ties
X X X X X X X X X
coun
trie
s
X X X X X X X
acco
unts
X X X X X X X X X X X X X
tran
s-ac
tio
ns
X X X X X X X X X
asse
tsun
der
mg
t X X X X X X X X X
Oth
er
Mod
ules
Flex
ible
lice
nse,
mai
nten
ance
, ho
sted
cos
t m
odel
s
Reg
iste
red
sub
scrib
ers
Flex
ible
on
usag
e
AS
P
Mod
ules
Flex
ible
on
mod
ular
bui
ldin
g b
lock
s, n
r or
end
-cus
tom
ers,
tr
ansa
ctio
ns,
etc.
Ann
ual
mai
nten
ance
fee
15%
15%
15%
Not
dis
clos
ed
Not
dis
clos
ed
Not
dis
clos
ed
18%
Not
dis
clos
ed
20%
Not
dis
clos
ed
18%
25%
22%
17%
18%
18%
-22%
21%
21%
20%
20%
Des
crip
tio
n o
f co
stin
g m
od
el f
or
exam
ple
user
s
X X X X X X X X X X X X X
Appendix: Detailed systems overview 4�
So
luti
on
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
atiq
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Fid
elity
Fid
elity
Fid
elity
Fise
rv
i-fle
x so
lutio
ns
Info
sys
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
TCS
Tem
enos
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
ICB
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Sys
tem
atic
s
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
TCS
BaN
CS
T24
TCB
CB
S
MB
S;
GE
OS
Saa
S X X X X X X X X
Ser
vice
s
BP
O X X X X X X X X X
Ref
eren
ces
Cle
arst
ream
, Lu
xem
bou
rg
Sp
arek
asse
rnes
Dat
acen
ter
(SD
C),
Den
mar
k
Clie
nt n
ames
con
fiden
tial a
t th
is t
ime.
All
solu
tions
are
offe
red
on
an o
ut-
sour
ced
or
in-h
ouse
bas
is.
Cur
rent
ly
80 o
utso
urce
d c
lient
s, E
urop
ean
clie
nt n
ames
are
con
fiden
tial.
Fulle
rton
Ind
ia C
red
it C
omp
any
Sta
te B
ank
of M
aurit
ius,
Ind
ia O
ps
Pro
vid
er -
Fin
acle
ar,
Orb
ayIn
dis
cuss
ion
with
Pro
spec
ts
Ikan
oban
ken,
Sw
eden
Ref
eren
ces
- B
AW
AG
- I
mag
ine
- A
BN
AM
RO
: cr
edit
serv
ices
- I
nfo
rmac
ió i
Tecn
olo
gía
: jo
int
vent
ure
bet
wee
n C
aixa
Cat
alun
ya a
nd A
ccen
ture
Ord
ina
BP
O,
The
Net
herla
nds
Clie
nt n
ames
con
fiden
tial a
t th
is t
ime.
Fise
rv p
rovi
des
BP
O s
ervi
ces
for
UK
m
ortg
age
lend
ers
and
ban
ks.
Clie
nt
nam
es c
onfid
entia
l.
One
of
the
top
5 n
on-p
rime
lend
ers
in U
S (C
usto
mer
und
er N
DA
)
Mor
tgag
e b
ank
in t
he U
S.
Lead
ing
Ban
k in
Ind
ia
3 P
rivat
e B
anki
ng C
usto
mer
s, C
lient
na
mes
con
fiden
tial.
Co
n-su
ltin
gS
ervi
ces
X X X X X X X X X X X X X X X X X X X
Hel
pD
esk X X X X X X X X X X X X X X X X X X X
Imp
le-
men
tati
on
Sup
po
rt
X X X X X X X X X X X X X X X X X X X
Use
rTr
aini
ng
X X X X X X X X X X X X X X X X X X X
Oth
er
AM
- A
pp
licat
ions
Mai
nten
ance
ITO
-
Hos
ting
and
Sys
tem
ad
min
istr
atio
n O
utso
urci
ng
Tech
nolo
gy L
ed B
usin
ess
Pro
cess
Tra
ns-
form
atio
n, V
alue
Min
ing,
Bes
poke
App
licat
ion
Dev
elop
men
t & M
aint
enan
ce, D
isas
ter
Rec
over
y an
d B
CP,
Sof
twar
e E
ngin
eerin
g,
Per
form
ance
Tun
ing,
Inde
pend
ent v
alid
atio
n
SO
A w
rap
per
s, In
tegr
atio
n
Trai
n th
e tr
aine
r ap
pro
ach
Trai
n th
e tr
aine
r ap
pro
ach
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Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
atiq
ue
Fid
elity
Fid
elity
Fid
elity
Fise
rv
i-fle
x so
lutio
ns
Info
sys
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
TCS
Tem
enos
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
TCS
BaN
CS
T24
TCB
CB
S
MB
S;
GE
OS
Ben
elux
0 35 2 0 0 0 4 - 1 4 27 1 0 3 0 4 23 0 2 0
UK
3 2 0 0 4 3 12 - 3 27 61 1 4 2 0 7 41 0 2 0
No
rth
(No
rdic
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alti
c)
0 0 0 152
0 1 0 - 0 1 30 0 1 6 1 12 10 0 15 0
Cen
tral
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H)
1 0 0 0 4 1 1 - 1 7 33 1 1 50 0 15 52 0 0 30
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uth
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G
r, Tu
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75 1 5 1 4 3 11 - 3 21 56 1 0 2 0 3 157
2 1 0
Eas
t(r
est)
4 0 2 0 15 12 9 - 2 22 39 0 0 8 7 11 21 0 0 0
Eur
op
eO
vera
ll
83 38 9 153
27 20 37 69 10 82 246
4 6 71 8 52 304
2 20 30
# cl
ient
s
8.00
0.00
0
40.0
00.0
00
30 3.50
0.00
0
4.74
0.70
7
2.00
0.00
0
5.50
0.00
0
25 280
12.0
00.0
00
3.50
0.00
0
1.70
0.00
0
6.85
5.71
8
9.45
0.00
0
3.50
0.00
0
# ac
cts
17.0
00.0
00
40.0
00.0
00
5.50
0.00
0
2.23
7.52
0
3.50
0.00
0
6.00
0.00
0
1.12
5.00
0
200.
000
30.0
00
30.0
00.0
00
4.50
0.00
0
2.80
0.00
0
14.6
25.2
67
9.00
0.00
0
6.00
0.00
0
# tr
xs p
er
day
10.5
00.0
00
15.0
00.0
00
890.
000
5.00
0.00
0
200
2.00
0
10.0
00.0
00
3.00
0.00
0
1.00
0.00
0
7.00
0.00
0
12.0
00.0
00
9.00
0.00
0
Ref
eren
ce 1
Alli
ance
& L
eice
ster
(U
K)
Nat
iona
l Sav
ings
&
Inve
stm
ent
Ban
k (U
K)
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iété
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eral
e (F
ranc
e)
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C (D
enm
ark)
ING
Dire
ct (U
K)
Bar
clay
s
ING
Ban
k S
lask
i
BA
WA
G
Zur
ich
FS (U
K)
Gen
eral
Mot
ors
Deu
tsch
e P
ostb
ank
(Ger
man
y)
SE
B U
nib
anka
(L
atvi
a)
Soc
iete
Gen
eral
e (F
ranc
e)
Nor
dea
(Nor
dic
)
Sp
ard
a-B
anke
n (G
erm
any)
Ref
eren
ce 2
PK
O B
ank
Pol
ski
(Pol
and
)
Rab
oban
k(N
ethe
rland
s)
Coo
per
ativ
e B
ank
Cyp
rus
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rus)
Terr
a G
rup
pen
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orw
ay)
Citi
ban
k
BM
Sol
utio
ns
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Cre
dit
Bul
ban
k
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lsib
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sia)
UB
S (S
witz
erla
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te B
ank
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gary
)
Nov
a Lj
ublja
nska
B
anka
(Slo
vani
a)
Rab
oban
k (N
L)
BM
W B
ank
(Ger
man
y)
Ref
eren
ce 3
BA
WA
G (A
ustr
ia)
BN
P P
arib
as (F
ranc
e)
SG
EB
(Bul
garia
), S
GV
B (R
ussi
a)
NA
GE
Ban
k Z
acho
dni
WB
K
DN
B N
ord
HP
B (C
roat
ia)
AB
N A
MR
O
(Net
herla
nds)
Slo
vens
ka S
por
iteln
a (S
lova
kia)
BIN
Ban
k (R
ussi
a)
Bar
clay
s
Sal
. Opp
enhe
im &
Cie
(G
erm
any)
Num
ber
of
diff
eren
t cl
ient
sE
uro
pe
Num
ber
s o
f la
rges
t re
fere
nce
Mo
st im
po
rtan
t re
fere
nces
4�
Appendix: Detailed systems overview 4�
No
rth
Am
eric
a
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
atiq
ue
Fid
elity
Fid
elity
Fid
elity
Fise
rv
i-fle
x so
lutio
ns
Info
sys
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
TCS
Tem
enos
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
TCS
BaN
CS
T24
TCB
CB
S
MB
S;
GE
OS
Num
ber
of
diff
eren
t cl
ient
s
5 0 0 0 29 62 11 12 1 18 56 0 0 6 0 2 21 1 0 0
Num
ber
s o
f la
rges
t re
fere
nce
# cl
ient
s
13.7
00.0
00
1.20
0.00
0
50.0
00
2.58
0.00
0
# ac
cts
15.0
00.0
00
2.21
5.78
0
3.00
0.00
0
15.0
00
100.
000
3.26
0.00
0
# tr
xs p
er d
ay
18.0
00.0
00
500.
000
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000
Ref
eren
ce 1
BB
VA B
anco
mer
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ico)
ING
Dire
ct (U
SA
)
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ban
k
CIB
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mic
us
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ban
k
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te B
ank
of In
dia
, U
S
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dit
Can
ada
SE
I Inv
estm
ents
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A)
Ref
eren
ce 2
Ban
co A
ztec
a (M
exic
o)
Ban
k of
Am
eric
a
Inte
rnat
iona
l Mon
etar
y Fu
nd
Ep
argn
e P
lace
men
ts Q
ueb
ec
Ref
eren
ce 3
San
tand
er S
erfin
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ico)
Citi
zens
Fin
anci
al G
roup
Fede
ral H
ome
Loan
Ban
k of
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Yor
k
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Mut
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anad
a
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st im
po
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fere
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� Financial�Services the�way�we�see�it
So
uth
Am
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a
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
atiq
ue
Fid
elity
Fid
elity
Fid
elity
Fise
rv
i-fle
x so
lutio
ns
Info
sys
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
TCS
Tem
enos
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
TCS
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CS
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S
MB
S;
GE
OS
Num
ber
of
diff
eren
t cl
ient
s
25 0 0 0 1 6 31 16 4 8 19 0 1 10 0 3 76 0 0 0
Num
ber
s o
f la
rges
t re
fere
nce
# cl
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s
13 2.30
0.00
0
1.33
8.58
2
10.5
80.0
00
# ac
cts
13.0
00.0
00
4.00
0.00
0
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0
1.62
7.65
0
18.8
40.0
00
# tr
xs p
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ay
600.
000
240.
000
430.
000
Ref
eren
ce 1
BB
VA B
anco
Fra
ncés
(Arg
entin
a)
Ban
co d
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red
ito d
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Ban
co P
opul
ar D
omin
ican
o
Ban
co D
e C
hile
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le)
Nat
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l Com
mer
cial
Ban
k
Ban
co It
au
Ban
co P
ichi
ncha
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le)
Ref
eren
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Itaú
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le)
Ban
co d
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ogot
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pD
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e C
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Inve
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.A.
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Larg
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etai
l Ban
k (C
hile
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Ref
eren
ce 3
Ban
co S
anta
nder
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sil (
Bra
zil)
INFO
NA
VIT
Caj
a P
opul
ar M
exic
ana
Firs
t C
arib
bea
n In
tern
atio
nal B
ank
(Bar
bad
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Ban
k in
Pan
ama
Mon
tep
io L
uz S
avin
on
Priv
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Ban
k (C
hile
)
Mo
st im
po
rtan
t re
fere
nces
4�
Appendix: Detailed systems overview 4�
Asi
a P
acifi
c
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
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ue
Fid
elity
Fid
elity
Fid
elity
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rv
i-fle
x so
lutio
ns
Info
sys
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
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Tem
enos
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enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
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S
MB
S;
GE
OS
Aus
tral
ia;
New
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land
0 2 0 0 0 2 13 0 2 6 10 0 2 0 0 14 5 0 0 0Num
ber
of
diff
eren
t cl
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s
Jap
an
0 0 0 1 0 1 0 0 1 6 11 3 1 0 0 0 5 0 0 0
Chi
na
1 0 0 0 0 2 7 0 1 14 19 1 0 1 4 10 6 0 0 0
Ind
ia
0 0 0 0 1 0 0 0 4 4 3 20 4 0 2 45 2 0 0 0
Oth
er
1 2 2 0 3 30 20 0 1 34 82 0 1 0 11 30 86 1 0 0
APA
CO
vera
ll
2 4 2 1 4 35 40 63 9 64 125
24 8 1 17 99 104
1 0 0
# cl
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s
30.0
00
5.80
0.00
0
17.6
00.0
00
34.0
00.0
00
3.00
0
1.80
0
3.00
0.00
0
90.0
00.0
00
4.80
6.00
0
# ac
cts
1.00
0.00
0
6.00
0.00
0
13.4
00.0
00
36.0
00.0
00
575.
000
12.0
00.0
00
264.
000
11.0
00.0
00
3.50
0.00
0
120.
000.
000
10.5
46.9
00
# tr
xs
per
day
3.00
0.00
0
13.0
00.0
00
2.00
0
600.
000
400.
000
17.5
00.0
00
9.60
0.00
0
Ref
eren
ce 1
Ban
k of
Eas
t A
sia
(Hon
g K
ong)
Com
mon
wea
lth B
ank
of A
ustr
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ones
ia)
SB
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Kru
ng T
hai B
ank
Citi
ban
k B
umip
utra
Ban
k of
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lon
Ta C
hong
Ban
k (T
aiw
an)
ICIC
I Ban
k (In
dia
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ICIC
I Ban
k
ICIC
I Ban
k
Chi
na M
ings
heng
Ban
kC
orp
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na D
evel
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Ban
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Sta
te B
ank
of In
dia
(In
dia
)
Ref
eren
ce 2
Woo
ri B
ank
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th
Kor
ea)
Rab
oban
k (N
ew
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land
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ustr
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)
Com
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ank
CIT
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Ban
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e O
ro
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nsei
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k(Ja
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ank
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k
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trIn
vest
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lim C
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k (P
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tan)
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k N
egar
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don
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don
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eren
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asin
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gap
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Ka
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Ban
k
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ank
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N A
MR
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ank
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na)
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Fin
anci
als
City
Ban
k
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tnam
Inte
rnat
iona
l B
ank
(Vie
tnam
)
Nat
iona
l Ban
k of
Dub
ai
(Dub
ai)
Num
ber
s o
f la
rges
t re
fere
nce
Mo
st im
po
rtan
t re
fere
nces
� Financial�Services the�way�we�see�it
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ica
Co
mp
any
Acc
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re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
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Fid
elity
Fid
elity
Fid
elity
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rv
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Info
sys
Mis
ys
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ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
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Tem
enos
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enos
Tiet
oEna
tor
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yste
ms
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
TCS
BaN
CS
T24
TCB
CB
S
MB
S;
GE
OS
Num
ber
of
diff
eren
t cl
ient
s
0 80 0 1 2 75 30 91 41 3 0 6 4 7 93 0 1 0
Num
ber
s o
f la
rges
t re
fere
nce
# cl
ient
s
30 1.50
0.00
0
3.40
0.00
0
3 11.0
00.0
00
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0
# ac
cts
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000
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0.00
0
4.60
0.00
0
280.
000
100.
000
3.00
0.00
0
# tr
xs p
er d
ay
150.
000
1.10
0.00
0
1.00
0
330.
000
Ref
eren
ce 1
Att
ijariw
afa
Ban
k
Mill
enni
um B
CP
Moz
amb
ique
Sou
th A
fric
an P
ost
Offi
ce
Uni
ted
Ban
k fo
r A
fric
a (N
iger
ia)
UB
N (N
iger
ia)
Sta
ndar
d B
ank
of S
outh
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ica
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tban
k (K
enya
)
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t N
atio
nal B
ank
(Sou
th A
fric
a)
Co-
oper
ativ
e B
ank
of K
enya
Ref
eren
ce 2
Soc
iété
Gén
éral
e
Mill
enni
um B
CP
Ang
ola
Old
Mut
ual I
nves
tmen
t A
dm
inis
trat
ors
Firs
t B
ank
Nig
eria
(Nig
eria
)
Ned
ban
k C
orp
orat
e
AB
C (T
unis
)
Ref
eren
ce 3
Fort
is B
elgo
lais
e
Ban
k M
isr
Ban
k of
Ale
xand
ria (E
gyp
t)
Land
ban
k S
A
AB
C (E
gyp
t)
Mo
st im
po
rtan
t re
fere
nces
�0
Appendix: Detailed systems overview �1
Func
tio
nal c
ove
rag
e
Co
mp
any
Acc
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re
Cal
lata
ÿ &
Wou
ters
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ta In
form
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ue
Fid
elity
Fid
elity
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elity
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rv
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ns
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sys
Mis
ys
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ys
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leus
Pol
aris
SA
P A
G
Sun
Gar
d
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enos
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
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ova
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er
Del
ta-B
ank
Cor
eban
k
Pro
file
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tem
atic
s
ICB
S
Flex
cub
e
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cle
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n
Mid
as
Finn
One
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llect
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te
SA
P T
B
Sym
bol
s
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S
MB
S;
GE
OS
Out
go
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mes
tic
Cre
dit
Tr
ansf
ers
Full
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Full
Full
Full
Full
Full
Full
Full
Full
Full
3rd
Par
ty
Full
Full
Full
Full
Full
Full
Par
tial
Full
Pay
men
ts
Out
go
ing
Inte
rnat
iona
l Tr
ansf
ers
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3rd
Par
ty
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Par
tial
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Inco
min
gP
aym
ents
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Full
Full
Full
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Full
Full
Full
Full
Full
Full
Full
Par
tial
Full
Do
mes
tic
Dir
ect
Deb
its
Full
Full
Full
Full
Full
Full
Full
Full
Full
Par
tial
Par
tial
3rd
Par
ty
No
Full
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Full
Full
No
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Full
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Full
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Full
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Full
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Par
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tial
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Func
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Cal
lata
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Del
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sys
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ta-B
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Sys
tem
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Flex
cub
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Eq
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Mid
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Acc
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t &
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anag
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Term
D
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Par
tial
Full
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Full
Full
Full
Full
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Full
Full
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Full
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Full
No
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tio
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tial
Full
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Full
Full
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tio
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�2
Appendix: Detailed systems overview ��
Func
tio
nal c
ove
rag
e
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
atiq
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Fid
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Fid
elity
Fid
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rv
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x so
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sys
Mis
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Pol
aris
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So
luti
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Thal
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Del
ta-B
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Cor
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k
Pro
file
Sys
tem
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s
ICB
S
Flex
cub
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Fina
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Eq
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Mid
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Finn
One
Inte
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Par
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Par
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Par
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Full
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Par
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Full
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Par
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Par
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Par
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Full
3rd
Par
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Full
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Par
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No
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Full
No
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Par
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Full
3rd
Par
ty
Full
3rd
Par
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Full
Full
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Full
Full
Full
Full
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Full
Full
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3rd
Par
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Full
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Full
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Full
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Par
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tial
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Tech
nica
l co
vera
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Co
mp
any
Acc
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re
Cal
lata
ÿ &
Wou
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Del
ta In
form
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Fid
elity
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elity
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rv
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sys
Mis
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Pol
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tor
T-S
yste
ms
So
luti
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Thal
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Del
ta-B
ank
Cor
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k
Pro
file
Sys
tem
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s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
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P T
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Sym
bol
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MD X X X X X X X X X X X X
Har
dw
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Par
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Full
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No
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Par
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Par
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Par
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Par
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Par
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Par
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Par
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Full
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Par
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3rd
Par
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Full
Full
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Par
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Full
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Par
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Par
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g3r
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�4
Appendix: Detailed systems overview ��
Tech
nica
l co
vera
ge
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
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Del
ta In
form
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Fid
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sys
Mis
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Pol
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So
luti
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ta-B
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Pro
file
Sys
tem
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Flex
cub
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Eq
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Mid
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One
Inte
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Har
dw
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Acc
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lata
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Del
ta In
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rv
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sys
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Appendix: Detailed systems overview ��
Tech
nica
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Co
mp
any
Acc
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re
Cal
lata
ÿ &
Wou
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Del
ta In
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file
Sys
tem
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s
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cub
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Net
wea
ver
MS
Biz
Talk
Bus
ines
sO
bje
cts
X X X X X X X X X X X X X
Cry
stal
Rep
ort
s
X X X X X X X X X X X
Oth
er
FRS
-FIR
E
Pro
prie
tary
Jasp
erS
erve
r
Oth
er
Sto
rQM
Plu
s,
Inte
lliM
atch
, Fo
rms-
mas
ter,
Op
en D
B,
Jaca
na,
Vale
t
JAS
PE
R,
Jrep
orte
r, A
ctua
te
Cog
nos
Ora
cle
Dis
cove
rer/
B
usin
ess
Inte
llige
nce
Brio
, H
yper
ion
SQ
R
Cog
nos
Sta
ndar
d In
terf
ace
Siro
n; C
ogno
s Im
pro
mtu
SA
P X X X X X X X X X X X X X X
Ora
cle
E-B
usi-
ness
Sui
te X X X X X X X
Peo
ple
-so
ft
X X X X X
Oth
er
Pro
prie
tary
sys
tem
X
IPS
-Sen
der
o
Fina
nce
One
, E
mp
hasi
se e
tc.
SU
N
Sta
ndar
d In
terf
ace
3rd
par
ty r
epo
rt g
ener
ato
rsIn
teg
rati
on
finan
cial
acc
oun
ting
sys
tem
s� Financial�Services the�way�we�see�it
The
5 m
ost
imp
ort
ant
stre
ngth
s o
f yo
ur s
yste
m?
(par
t o
ne)
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
atiq
ue
Fid
elity
Fid
elity
Fid
elity
Fise
rv
i-fle
x so
lutio
ns
Info
sys
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
1. C
usto
mer
-cen
tric
2.
Any
time
(7x2
4x36
5 re
altim
e p
roce
ssin
g),
anyw
here
(ser
vici
ng f
rom
any
sel
ling
poi
nt) 3
. M
ulti-
conc
epts
: ch
anne
l, cu
rren
cy,
lang
uage
, co
mp
any
4. P
aram
eter
driv
en
5. B
usin
ess
pro
cess
and
Ser
vice
d A
rchi
tect
ure
Orie
nted
.
1. E
ase
of in
tegr
atio
n th
roug
h S
OA
2. B
road
mod
ular
fun
ctio
nalit
y 3.
Sca
lab
ility
, per
form
ance
4. F
lexi
bili
ty t
hrou
gh p
aram
eter
set
ting
& p
rod
uct
fact
ory
5. O
per
atio
nal e
xcel
lenc
e (C
usto
mer
cen
tric
&
full
STP
).
1. C
omp
rehe
nsiv
e fu
nctio
nal c
over
age
2. R
obus
t to
sup
por
t 12
.000
con
curr
ent
user
s an
d f
iftee
n m
illio
n ac
coun
ts 3
. M
odul
ar y
et in
tegr
ated
4.
Evo
lutiv
e te
chno
logy
5.
Op
en s
tand
ard
s, J
ava,
XM
L,
GM
S e
tc.
1. C
oreb
ank
J2E
E is
a t
rue
real
-tim
e, e
vent
-orie
nted
, fu
lly J
2EE
com
plia
nt c
ore
ban
king
sys
tem
. Th
is p
latf
orm
ind
epen
den
ce m
akes
Cor
eban
k ca
pab
le o
f ad
aptin
g to
cut
ting-
edge
glo
bal
IT
stan
dar
ds
whi
le d
eliv
erin
g C
oreb
ank’
s p
rove
n b
usin
ess
func
tiona
lity.
Cor
eban
k d
oes
not
use
any
pro
prie
tary
too
ls o
r te
chno
logi
es.
2. C
oreb
ank’
s st
ruct
ured
, d
ocum
ente
d d
ata
mod
el is
bas
ed
on IB
M’s
Info
rmat
ion
Fram
ewor
k (IF
W) F
inan
cial
Ser
vice
s D
ata
Mod
el (F
SD
M),
and
imp
rove
s d
evel
opm
ent
effic
ienc
ies
and
dec
reas
es o
ngoi
ng m
aint
enan
ce c
osts
, w
hile
pro
vid
ing
ease
of
user
ac
cess
to
dat
a. 3
. C
oreb
ank’
s se
rvic
e-or
ient
ed a
rchi
tect
ure
app
roac
h en
able
s co
nsis
tent
pro
cess
ing
acro
ss v
ario
us d
eliv
ery
chan
nels
and
fac
ilita
tes
inte
grat
ion
of C
oreb
ank
bus
ines
s co
m-
pon
ents
and
thi
rd-p
arty
ap
plic
atio
ns.
4. C
oreb
ank
is a
cus
tom
er-c
entr
ic a
pp
licat
ion
with
cus
tom
er d
ata
stor
ed o
nly
once
in a
rob
ust
oper
atio
nal c
usto
mer
dat
abas
e. C
oreb
ank
can
also
be
inte
-gr
ated
with
ext
erna
l cus
tom
er s
yste
ms
as n
eces
sary
. A
ll C
oreb
ank
com
pon
ents
are
ful
ly in
tegr
ated
with
out
silo
ed a
pp
licat
ions
for
lend
ing,
dep
osits
etc
. 5.
Cor
eban
k’s
Pro
duc
t B
uild
com
pon
ent
pro
vid
es a
rob
ust
pro
duc
t fa
ctor
y th
at w
ill a
llow
ban
ks t
o b
uild
ban
king
pro
duc
ts a
nd p
rod
uct
pac
kage
s in
rea
l-tim
e w
ithou
t IT
inte
rven
tion
usin
g an
ext
ensi
ve a
rray
of
par
amet
ers
and
pro
cess
ing
cond
ition
s. C
oreb
ank
has
a co
mp
rehe
nsiv
e lis
t of
pre
def
ined
pro
duc
t co
mp
onen
ts,
incl
udin
g p
ricin
g an
d in
tere
st p
rofil
es t
hat
are
used
and
re-
used
in t
he d
efin
ition
and
rel
ease
of
new
pro
duc
ts
with
in t
he p
rod
uct
por
tfol
io.
1.Lo
wer
tot
al c
ost
of o
wne
rshi
p 2
. Im
pro
ved
tim
e to
mar
ket
3. In
crea
sed
rel
iab
ility
and
unl
imite
d s
cala
bili
ty 4
. E
ased
inte
grat
ion
5. Im
pro
ved
cus
tom
er e
xper
ienc
e.
1. F
eatu
re r
ich
func
tiona
lity
2. U
nriv
aled
mar
ket
shar
e, g
lob
al in
stal
l bas
e am
ongs
t to
p t
ier
ban
ks 3
. N
early
fou
rty
year
s of
dev
elop
men
t an
d im
ple
men
tatio
n ex
per
tise
4. P
rove
n in
-hou
se a
nd
outs
ourc
ed d
eplo
ymen
t op
tions
.
1. IC
BS
is a
fle
xib
le,
par
amet
er d
riven
, so
lutio
n w
hich
ena
ble
s us
ers
to la
unch
and
cre
ate
new
pro
duc
ts q
uick
ly (i
nclu
din
g m
ultip
le p
rod
ucts
in a
day
) to
resp
ond
to
chan
ging
mar
ket
dem
and
. 2.
Rea
l-tim
e re
tail
ban
king
and
con
sum
er f
inan
ce c
ore
pro
cess
ing
in a
sin
gle
core
sys
tem
for
ban
ks t
hat
wan
t to
offe
r co
nsum
er f
inan
ce a
nd v
ice
vers
a. 3
. S
OA
-bas
ed f
or in
tegr
atio
n w
ith F
iser
v an
d t
hird
par
ty c
ores
and
hom
e gr
own
ban
king
hos
t sy
stem
s an
d a
pp
licat
ions
. In
tegr
atio
n p
rove
n in
pro
duc
tion
with
ove
r si
xty
clie
nts
wor
ldw
ide.
4.
ICB
S is
rob
ust
and
sca
lab
le t
o m
eet
bus
ines
s gr
owth
fro
m d
e no
vos
to c
lient
s ru
nnin
g ei
ght
mill
ion
acco
unts
. 5.
Inte
grat
ed s
uite
of
pro
duc
ts f
or m
ulti-
coun
try,
and
mul
ti-cu
rren
cy c
ore
pro
cess
ing,
sm
art
clie
nt t
elle
ring,
cus
tom
er in
tera
ctio
n m
anag
emen
t/B
PM
and
bus
ines
s in
telli
genc
e fo
r gl
obal
fin
anci
al s
ervi
ces
inst
itutio
ns.
Bus
ines
s p
roce
ss o
rient
ed w
ith b
usin
ess
pro
cess
cre
ated
and
del
iver
ed a
cros
s m
ultip
le b
anki
ng c
hann
els
via
inte
grat
ed c
usto
mer
inte
ract
ion
man
agem
ent
solu
tion:
Fis
erv
Ap
erio
.
1. R
ich
func
tiona
l foo
tprin
t co
verin
g th
e ne
eds
of w
ide
varie
ty o
f b
anki
ng m
odel
s an
d n
iche
seg
men
ts li
ke v
irtua
l ban
ks,
cent
ral b
anks
, re
tail
and
com
mer
cial
ban
ks.
2. S
tron
g S
OA
cap
abili
ties
with
Pro
cess
Orc
hest
ratio
n, w
ebse
rvic
es,
open
sta
ndar
d b
ased
tec
hnol
ogy
3. R
ich
func
tiona
lity
and
com
plia
nce
to r
egio
nal r
equi
rem
ents
, w
ith d
eplo
ymen
ts in
ove
r 12
0 co
untr
ies
4. A
bili
ty t
o in
tegr
ate
and
co-
exis
t w
ith d
iver
se a
pp
licat
ion
land
scap
es 5
. A
bili
ty t
o sc
ale
from
nee
ds
of s
mal
l gre
en f
ield
dep
loym
ents
to
add
ress
ing
need
s of
tie
r on
e in
stitu
tions
.
1. D
iffer
entia
ted
Pro
duc
t S
pre
ad -
Fin
acle
cor
e b
anki
ng s
olut
ion
offe
rs a
n un
limite
d p
alet
te o
f fe
atur
es f
or b
anks
to
des
ign
and
dep
loy
pro
duc
ts f
or v
aryi
ng m
arke
t se
gmen
ts.
The
pro
duc
t b
und
ling
cap
abili
ties
of t
he s
olut
ion
offe
rs a
wid
e ra
nge
of p
ossi
bili
ties
for
ban
ks t
o cr
eate
pro
duc
ts w
ith in
nova
tive
feat
ures
. Th
e fa
cilit
ies
pro
vid
ed f
or d
iffer
entia
l pric
ing,
cha
nnel
rul
es a
nd
cust
omiz
atio
n th
roug
h Fi
nacl
e S
tud
io -
the
scr
iptin
g en
gine
, em
pow
er b
anks
to
cont
inuo
usly
inno
vate
and
ext
end
the
ir su
ite o
f p
rod
ucts
, ac
ross
seg
men
ts.
2. A
gile
Op
erat
ions
- T
he S
ervi
ce
Orie
nted
Arc
hite
ctur
e (S
OA
) ena
ble
s th
e IT
tea
m a
t th
e b
ank
to e
ffect
cha
nges
with
out
touc
hing
the
bas
e co
de,
ens
urin
g le
sser
ven
dor
dep
end
ency
and
fas
ter
adap
tab
ility
to
chan
ging
bus
ines
s co
nditi
ons.
3.
Rob
ust
Cro
ss-s
ell F
ram
ewor
k -
The
CIF
and
CR
M c
apab
ilitie
s in
Fin
acle
offe
r a
unifi
ed v
iew
of
the
cust
omer
acr
oss
the
entir
e so
lutio
n an
d a
cros
s m
ultip
le b
ack-
end
ap
plic
atio
ns,
enab
ling
the
ban
k to
vie
w t
he c
usto
mer
fro
m a
com
ple
tely
info
rmed
ang
le.
This
em
pow
ers
ban
ks t
o ef
fect
ivel
y m
anag
e cu
stom
er r
elat
ions
hip
s an
d a
ggre
ssiv
ely
exp
lore
cro
ss-s
ell o
pp
ortu
nitie
s.
4. In
crea
sed
Op
erat
iona
l Effi
cien
cies
and
Pro
duc
tivity
- F
inac
le c
ore
ban
king
sol
utio
n su
pp
orts
bus
ines
s ev
ents
aut
omat
ion
and
pro
cess
orc
hest
ratio
n, t
hus
elim
inat
ing
man
ual t
asks
and
red
uc-
ing
pro
cess
tim
e. T
he e
limin
atio
n of
err
or a
nd d
ata
red
und
anci
es a
lso
resu
lts in
incr
ease
d b
ranc
h p
rod
uctiv
ity.
Str
aigh
t Th
roug
h P
roce
ssin
g (S
TP) a
bili
ties
enha
nce
red
uctio
n in
tur
naro
und
and
p
roce
ssin
g tim
e, in
crea
sing
out
put
and
ena
blin
g sp
eed
y co
mp
letio
n of
tas
ks.
5. S
cala
bili
ty -
The
Fin
acle
cor
e b
anki
ng s
olut
ion
offe
rs u
npar
alle
led
sca
lab
lity
dem
onst
rate
d t
hrou
gh la
b b
ench
-m
arks
as
wel
l as
its s
upp
ort
for
som
e of
the
larg
est
reta
il b
anki
ng li
ve s
ites
in t
he w
orld
. 6.
Bus
ines
s p
roce
ss m
anag
emen
t ca
pab
ility
- T
he s
olut
ion
incl
udes
bus
ines
s p
roce
ss m
anag
emen
t ca
pab
ility
thr
ough
the
bui
lt-in
PE
AS
fra
mew
ork
whi
ch e
nab
les
the
orch
estr
atio
n of
bus
ines
s p
roce
sses
and
ser
vice
s.
��
Appendix: Detailed systems overview ��
The
5 m
ost
imp
ort
ant
stre
ngth
s o
f yo
ur s
yste
m?
(par
t tw
o)
Co
mp
any
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
So
luti
on
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
1. R
ock
solid
, p
rove
n re
liab
ility
2.
Bre
adth
and
dep
th o
f fu
nctio
nalit
y 3.
Fle
xib
ility
in t
erm
s of
pro
duc
t d
esig
n &
rep
ortin
g 4.
Inte
grat
ed b
ranc
h au
tom
atio
n ap
plic
atio
ns (w
ith f
ull o
ff-lin
e ca
pab
ilitie
s)
5. S
cala
bili
ty (f
rom
sin
gle
site
to
thou
sand
s of
bra
nche
s).
1. B
read
th a
nd d
epth
of
func
tiona
lity.
2.
Pro
ven
relia
bili
ty w
ith o
ver
500
live
site
s ac
ross
85
coun
trie
s. 3
. In
tegr
atio
n ca
pab
ilitie
s. 4
. Tr
ack
reco
rd in
del
iver
y/im
ple
men
tatio
ns.
5. P
rove
n up
grad
e p
ath.
1. A
Sp
ecia
list
soft
war
e ve
ndor
op
erat
ing
sole
ly in
the
Ban
king
& F
inan
cial
Ser
vice
s d
omai
n. 2
. G
lob
al r
ecog
nitio
n in
the
sp
ecia
lized
dom
ain
of le
ndin
g -
Finn
One
was
ran
ked
as
the
No.
1 s
ellin
g Le
ndin
g S
yste
m in
the
wor
ld,
in t
he c
alen
dar
yea
r 20
06,
by
Inte
rnat
iona
l Ban
king
Sys
tem
s, U
K.
3. A
sin
gle
inte
grat
ed (y
et m
odul
ar) p
latf
orm
for
the
pro
cess
ing
of m
ost
typ
es o
f lo
an p
rod
ucts
-
with
com
ple
te lo
an li
fe-c
ycle
cov
erag
e. 4
. P
rove
n sc
alab
ility
(vol
ume
pro
cess
ing)
and
ext
ensi
bili
ty (p
rod
uct
cove
rage
) in
lend
ing.
5.
Exp
erie
nce
with
cas
h m
anag
emen
t p
roje
cts
and
dep
loym
ents
at
tie
r 1
ban
ks li
ke C
itib
ank,
AB
N A
MR
O a
nd S
tand
ard
Cha
rter
ed B
ank.
6.
Cor
por
ate
and
fin
anci
al m
atur
ity o
f th
e co
mp
any.
Bee
n in
exi
sten
ce f
or 2
0+ y
ears
and
has
dem
onst
rate
d y
ear-
on-y
ear
grow
th in
cus
tom
ers,
em
plo
yees
, re
venu
es a
nd p
rofit
s. 7
. C
ost-
effe
ctiv
e d
eliv
ery
optio
ns,
by
optim
ally
ble
ndin
g on
site
and
offs
hore
sol
utio
n d
eliv
ery.
1. It
is a
‘cl
ient
Ser
vice
Pla
tfor
m’
enab
ling
fully
inte
grat
ed r
elat
ions
hip
man
agem
ent,
allo
ws
cust
omer
to
des
ign
thei
r cu
stom
er e
xper
ienc
e 2.
Tel
ler
to S
elle
r tr
ansf
orm
atio
n ca
pab
ility
. Fu
lly in
te-
grat
ed,
cust
omer
att
ribut
e b
ased
Tel
ler
syst
em 3
. M
odul
ar d
esig
n an
d S
OA
bac
kpla
ne m
akes
it u
niq
ue in
the
mar
ket
pla
ce t
oday
, co
mp
ared
to
com
pet
ing
pro
duc
ts.
Bui
lt on
op
en s
tand
ard
s an
d
mod
ular
des
ign
- hi
ghly
mod
ular
ized
. Th
is a
rchi
tect
ure
allo
ws
for
non
dis
rup
tive
mod
erni
zatio
n of
lega
cy c
ore
ban
king
sys
tem
s in
a m
easu
red
and
ste
eped
ap
pro
ach.
4.
Fully
inte
grat
ed w
orkf
low
an
d h
ighl
y ef
fect
ive
oper
atio
ns m
anag
emen
t le
adin
g to
str
aigh
t th
roug
h p
roce
ssin
g. 5
. S
ingl
e si
gn o
n, 2
4x7,
sca
lab
le a
nd s
ecur
ed s
yste
m.
SA
P m
ain
valu
e p
rop
ositi
on is
bas
ed o
n th
e d
eliv
ery
of m
ore
than
just
a p
iece
of
soft
war
e th
at c
over
s on
ly t
he c
urre
nt f
eatu
res
and
fun
ctio
ns r
equi
rem
ents
. Fe
atur
es a
nd f
unct
ions
are
imp
orta
nt,
but
a c
omm
odity
. Th
e im
por
tant
val
ue f
or a
cus
tom
er m
akin
g a
larg
e in
vest
men
t in
cor
e b
anki
ng s
oftw
are
is h
ow t
he s
oftw
are
will
mee
t th
e fu
ture
bus
ines
s an
d t
echn
olog
y re
qui
rem
ents
whi
ch
tod
ay a
re n
ot k
now
n. S
AP
the
refo
re s
tres
ses
the
follo
win
g to
pic
s in
ad
diti
on t
o fu
nctio
nalit
y: 1
. S
tand
ard
sof
twar
e •
SA
P b
elie
ves
in t
he lo
ng t
erm
pos
itive
effe
cts
of u
sing
tru
e st
and
ard
sof
twar
e to
cov
er s
tand
ard
/com
mod
ity p
roce
sses
, an
d t
o us
e th
e sa
me
bas
is t
o al
low
for
inno
vate
bas
ed o
n co
mp
onen
ts,
reus
e an
d a
str
ong
tech
nolo
gy f
ram
ewor
k. •
Cle
ar r
elea
se u
pgr
ade
cycl
es,
with
el
abor
ate
soft
war
e lo
gist
ics
to p
rote
ct c
usto
mer
inve
stm
ents
, b
oth
in t
erm
s of
ow
n d
evel
opm
ent,
usi
ng d
iffer
ent
rele
ase
stag
es o
f d
iffer
ent
par
ts o
f th
e S
AP
sta
ck,
and
all
conf
igur
atio
n an
d d
ate
exis
ting
in o
ne r
elea
se •
One
cod
e b
ase,
one
pro
duc
t b
ase
with
out
dis
tinct
ion
of r
etai
l vs.
cor
por
ate
func
tiona
lity,
thu
s en
ablin
g fu
ture
con
verg
ence
of
pro
duc
t an
d s
ervi
ces
offe
rings
to
bot
h re
tail
and
cor
por
ate
cust
omer
s 2.
SO
A/t
echn
olog
y p
rop
ositi
on •
Tec
hnol
ogy
stac
k se
par
atio
n: a
pp
licat
ion
ind
epen
den
ce a
nd d
ecou
plin
g fr
om t
he u
nder
lyin
g ha
rdw
are
and
sof
twar
e p
latf
orm
s,
be
it op
erat
ing
syst
em a
nd d
atab
ase
syst
em.
• B
usin
ess
app
licat
ion
inte
rfac
es in
dep
end
ent
of t
echn
olog
y an
d e
nviro
nmen
t, e
nab
le a
pp
licat
ions
in d
iffer
ent
envi
ronm
ents
, m
ay it
be
zOS
/Cob
ol,
Java
or
.Net
to
acce
ss t
he s
ame
bus
ines
s fu
nctio
nalit
y. •
Op
en s
tand
ard
s co
mm
unic
atio
n ha
ving
inte
rop
erab
ility
with
Web
sphe
re,
.Net
and
oth
er p
latf
orm
s. •
Com
ple
te S
ervi
ce O
rient
atio
n, in
th
e in
tern
al d
evel
opm
ent
mod
el,
in t
he d
evel
opm
ent
of n
ew s
ervi
ces,
in t
he d
eplo
ymen
t of
ser
vice
s an
d in
the
ind
ustr
y in
tera
ctio
n. 3
. In
tegr
atio
n/b
est
of b
reed
pro
pos
ition
SA
P p
rovi
des
a b
road
p
ortf
olio
of
solu
tions
ran
ging
fro
m b
asic
ER
P p
rod
ucts
thr
ough
CR
M t
hrou
gh c
ore
ban
king
bac
k of
fice
to f
ront
end
ap
plic
atio
ns,
pric
e op
timiz
atio
n, e
tc.
The
por
tfol
io h
as b
een
bui
lt or
gani
cally
, cr
eatin
g a
cons
iste
nt,
inte
grat
ed,
com
pon
entiz
ed s
oftw
are
and
pla
tfor
m la
ndsc
ape.
Eac
h so
lutio
n ca
n b
e im
ple
men
ted
sta
nd-a
lone
del
iver
ing
a b
est-
of-b
reed
fun
ctio
nalit
y or
as
a p
art
of a
n in
te-
grat
ed s
olut
ion
in a
long
-ter
m S
AP
ap
plic
atio
n la
ndsc
ape
stra
tegy
. 4.
Fle
xib
ility
/sca
lab
ility
SA
P d
eliv
ers
a hi
ghly
fle
xib
le,
par
amet
eriz
able
sol
utio
n co
verin
g d
iffer
ent
typ
es o
f b
usin
ess
(reta
il/co
r-p
orat
e) a
llow
ing
cust
omer
to
com
bin
e th
ese
bus
ines
s in
one
sin
gle
syst
em.
It is
als
o on
e so
lutio
n fo
r b
oth
smal
l and
larg
e b
anks
, al
low
ing
ban
ks t
o gr
ow w
ithin
bei
ng li
mite
d b
y th
eir
IT s
yste
ms.
Th
e d
evel
opm
ent
met
hod
olog
y al
low
s a
stric
t d
ivis
ion
bet
wee
n th
e st
and
ard
cod
e an
d c
usto
mer
ext
ensi
ons,
allo
win
g cu
stom
ers
to e
xten
d t
he s
yste
m w
ithou
t af
fect
ing
the
upgr
adea
bili
ty o
n lo
ng
term
. 5.
Sol
utio
n ar
chite
ctur
e Th
e S
AP
sol
utio
ns h
ave,
by
des
ign,
a n
umb
er o
f so
lutio
n ar
chite
ctur
al f
ound
atio
ns w
hich
are
par
t of
the
fou
ndat
ion
arch
itect
ure.
- M
ulti-
entit
y. It
is p
ossi
ble
to
have
a
num
ber
of
lega
l ent
ities
sha
ring
the
sam
e sy
stem
inst
ance
, th
us li
miti
ng t
he n
eed
s to
run
sep
arat
e sy
stem
s fo
r d
iffer
ent
bra
nche
s. -
Mul
ti-co
untr
y. It
is p
ossi
ble
to
have
a n
umb
er o
f d
iffer
ent
ban
ks in
diff
eren
t co
untr
ies
shar
ing
the
sam
e sy
stem
inst
ance
, al
so in
cas
e th
ey a
re in
diff
eren
t tim
ezon
es a
nd c
ut-o
ff tim
es.
- M
ulti-
curr
ency
. It
is p
ossi
ble
to
have
hav
e m
ultip
le c
urre
ncie
s in
the
sy
stem
. C
ash
man
agem
ent
hier
arch
ies
can
incl
ude
acco
unts
with
diff
eren
t cu
rren
cies
. A
utom
atic
cur
renc
y ex
chan
ges
are
per
form
ed d
urin
g m
ovem
ents
bet
wee
n ac
coun
ts w
ith d
iffer
ent
curr
en-
cies
. -
Mul
ti-la
ngua
ge.
It is
pos
sib
le t
o ha
ve m
ultip
le u
ser
lang
uage
s in
the
sys
tem
, en
ablin
g us
age
of t
he s
ame
syst
em in
diff
eren
t la
ngua
ge a
reas
. A
ll p
aram
eter
izat
ion
can
be
don
e in
diff
eren
t la
ngua
ges,
ad
aptin
g th
e us
er in
terf
ace
to t
he o
rigin
al la
ngua
ge o
f th
e us
er.
Cus
tom
er c
omm
unic
atio
n ca
n b
e p
erfo
rmed
in t
he la
ngua
ge o
f th
e cu
stom
er,
ind
epen
den
t of
cou
ntry
of
the
ban
k.
Mul
ti-ch
anne
l. S
AP
offe
rs t
hrou
gh S
AP
Net
Wea
ver
and
it’s
op
en in
fras
truc
ture
and
a r
ich
varie
ty o
f in
terf
aces
to
enab
le m
ulti-
chan
nel i
nteg
ratio
n in
dep
end
ent
of c
hann
el a
pp
licat
ion.
Dur
ing
the
des
ign
of t
he a
pp
licat
ions
, ch
anne
l sp
ecifi
c p
roce
ssin
g ru
les,
if t
here
are
any
at
all,
have
bee
n m
ade
conf
igur
able
thr
ough
par
amet
eriz
atio
n. -
24x
7 av
aila
bili
ty T
he s
olut
ion
offe
rs a
24x
7 av
aila
bil-
ity w
ith r
eal t
ime
cap
abili
ties.
The
re is
no
need
to
clos
e th
e sy
stem
dur
ing
end
-of-
day
pro
cess
ing.
Sun
Gar
d’s
Sys
tem
Acc
ess
is a
com
pre
hens
ive
and
inte
grat
ed s
olut
ion
cove
ring
who
lesa
le a
nd r
etai
l ban
king
for
bot
h co
nven
tiona
l and
Isla
mic
ban
king
op
erat
ions
. Th
ese
give
ban
ks a
wid
e b
read
th o
f b
anki
ng p
rod
ucts
to
offe
r an
d t
he f
lexi
bili
ty r
equi
red
to
inno
vate
and
bec
ome
pro
duc
t le
ader
s. B
uilt
on O
pen
pla
tfor
m a
nd la
test
tec
hnol
ogie
s, S
unG
ard
’s S
yste
m A
cces
s gi
ve b
anks
th
e ab
ility
to
intr
oduc
e p
rod
ucts
and
ser
vice
s q
uick
ly in
to t
he m
arke
t, m
uch
fast
er t
han
mai
nfra
me-
bas
ed s
yste
ms.
The
Ser
vice
-orie
nted
Arc
hite
ctur
e d
esig
n of
Sun
Gar
d’s
Sys
tem
Acc
ess
give
s b
anks
the
ab
ility
to
inte
grat
e d
ata,
ap
plic
atio
ns,
and
bus
ines
s p
roce
sses
acr
oss
mul
tiple
3rd
par
ty a
nd le
gacy
sys
tem
s. C
usto
mer
-cen
tric
arc
hite
ctur
e gi
ves
ban
ks a
com
ple
te,
360-
deg
ree
view
of
thei
r cu
stom
ers
acro
ss p
rod
ucts
and
ap
plic
atio
ns.
This
giv
es b
anks
a b
ette
r vi
ew o
f ov
eral
l pro
fitab
ility
and
ris
k ex
pos
ure
thro
ugh
MIS
con
solid
atio
ns.
Sun
Gar
d’s
Sys
tem
Acc
ess
has
bee
n im
ple
-m
ente
d in
sev
eral
cus
tom
er s
ites
acro
ss t
he g
lob
e. It
is m
ulti-
lang
uage
and
mul
ti-cu
rren
cy a
nd h
as in
-bui
lt in
tern
atio
nal b
anki
ng b
est
pra
ctic
es t
hat
can
help
ban
ks a
chie
ve o
per
atio
ns e
ffici
ency
at
par
with
the
bes
t b
anks
in t
he w
orld
.
� Financial�Services the�way�we�see�it
�0�0
The
5 m
ost
imp
ort
ant
stre
ngth
s o
f yo
ur s
yste
m?
(par
t th
ree)
Co
mp
any
TCS
Tem
enos
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
TCS
BaN
CS
T24
TCB
CB
S
MB
S;
GE
OS
1. E
ase
and
sp
eed
of
Imp
lem
enta
tion
2. P
erfo
rman
ce a
nd S
cala
bili
ty 3
. B
read
th a
nd D
epth
of
Func
tiona
lity
and
Ext
ensi
bili
ty 4
. R
elia
bili
ty a
nd A
vaila
bili
ty 5
. A
gilit
y an
d f
lexi
bili
ty o
f A
rchi
tect
ure.
1. B
read
th o
f fu
nctio
nal c
over
age.
2.
Sys
tem
agi
lity
for
new
pro
duc
t/ch
anne
l/geo
grap
hy/p
roce
ss d
eplo
ymen
t. 3
. M
oder
n an
d w
ide
tech
nolo
gy s
upp
ort
lead
ing
to s
cala
bili
ty a
nd r
esili
ence
of
dep
loym
ent.
4.
A d
epth
of
func
tiona
lity
whi
ch m
atch
es t
he b
read
th.
This
is d
riven
by
ongo
ing
pro
duc
t in
vest
men
t. 5
. Th
e p
acka
ging
of
bes
t p
ract
ice
exam
ple
fun
ctio
nalit
y in
the
Tem
enos
Mod
el
Ban
k st
ruct
ure
toge
ther
with
eas
ier
dep
loym
ent
tool
ing
to h
elp
ban
ks a
chie
ve t
heir
obje
ctiv
es in
a f
aste
r an
d s
afer
man
ner.
1. A
dat
a ar
chite
ctur
e b
ased
on
the
glob
al IB
M s
tand
ard
: Fi
nanc
ial S
ervi
ces
Dat
a M
odel
. 2.
An
N-t
ier
app
licat
ion
arch
itect
ure
that
red
uces
dev
elop
men
t an
d m
aint
ance
, an
d a
dap
ts t
o ch
angi
ng
tech
nolo
gy s
tand
ard
s. 3
. M
oder
n d
evel
opm
ent
stan
dar
ds
bas
ed o
n co
mp
onen
tizat
ion
and
re-
usab
ility
. 4.
A p
latf
orm
ind
epen
den
t te
chno
logy
bui
lt fo
r an
y b
usin
ess
scal
e. 5
. M
axim
um f
lexi
bili
ty
thro
ugh
a co
re,
par
amet
er-b
ased
Pro
duc
t B
uild
er.
1. P
rod
uct
Com
pos
ition
, al
low
ing
bus
ines
s p
rod
uct
man
ager
s to
cre
ate
and
cus
tom
ise
new
pro
duc
ts (l
oans
, sa
ving
, ca
rds…
) with
out
the
invo
lvem
ent
of IT
sta
ff an
d a
min
imal
laun
chin
g tim
e.
2. S
ervi
ce-o
rient
ed a
rchi
tect
ure,
com
pon
ent
bas
ed a
nd e
vent
-driv
en a
ccou
ntin
g en
gine
. D
esig
ned
for
sop
hist
icat
ed a
nd c
omp
lex
tier
1 an
d t
ier
2 b
anks
. 3.
Mul
ti-ev
eryt
hing
(cha
nnel
, b
ank,
cur
-re
ncy,
lang
uage
, ca
lend
ar,
cros
s-b
ord
er p
roce
ssin
g).
4. A
var
iety
of
inte
grat
ion
met
hod
s ar
e su
pp
orte
d b
y a
conn
ectiv
ity f
ram
ewor
k fo
r b
oth
on-l
ine
and
bac
kgro
und
inte
rfac
es.
5. T
he m
odul
arity
an
d f
lexi
bili
ty o
f th
e ar
chite
ctur
e is
sp
ecifi
cally
des
igne
d w
ith lo
w T
CO
(tot
al c
ost
of o
wne
rshi
p) i
n m
ind
. Th
e co
st f
or m
aint
aini
ng t
he c
ore
com
pon
ents
cou
ld b
e sh
ared
acr
oss
seve
ral i
nstit
utio
ns
und
er a
com
mon
pro
duc
t st
rate
gy.
Low
pro
cess
ing
and
op
erat
ion
cost
- r
egar
din
g b
oth
low
har
dw
are
and
sof
twar
e re
sour
ce c
onsu
mp
tion
and
sim
plic
ity o
f op
erat
ion.
1. M
odul
ar a
nd m
oder
n d
esig
n. 2
. E
xcel
lent
Fit
for
Ret
ail/A
utom
obile
Ban
ks.
3. H
igh
Volu
me
cap
acity
and
sec
urity
. 4.
Hig
h ac
tual
ity b
ecau
se o
f a
pra
ctic
al r
elev
ant
dev
elop
men
t (U
serg
roup
).
� Financial�Services the�way�we�see�it
Appendix: Detailed systems overview �1
Ho
w d
o y
ou
act
on
the
tren
d t
ow
ard
s se
rvic
e o
rien
tati
on
and
bus
ines
s p
roce
ss m
anag
emen
t? (
par
t o
ne)
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
atiq
ue
Fid
elity
Fid
elity
Fid
elity
Fise
rv
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
The
tech
nica
l des
ign
crite
ria o
f th
e A
lnov
a so
lutio
n ar
e al
igne
d w
ith t
he b
asic
prin
cip
les
of s
ervi
ce o
rient
ed a
rchi
tect
ures
(SO
A).
Thes
e p
rinci
ple
s ar
e tr
ansl
ated
in a
ser
ies
of g
uid
es a
t th
e tim
e of
SO
A im
ple
men
tatio
n. T
he f
und
amen
tal c
omp
onen
ts t
hat
pro
vid
e th
ese
cap
abili
ties
are
Aln
ova
Arc
hite
ctur
es,
Aln
ova
Mul
ti-ch
anne
l Tec
hnic
al A
rchi
tect
ure
(AM
TA) a
t cl
ient
and
mid
dle
-tie
r le
vel
and
Aln
ova
Ser
ver
Tech
nica
l Arc
hite
ctur
e (A
STA
) at
bac
k-en
d le
vel,
com
ple
men
ted
by
a m
odul
ar d
esig
n of
the
Bac
k-E
nd.
This
des
ign
has
bee
n te
sted
with
suc
cess
in m
ultip
le im
ple
men
tatio
ns,
in w
hich
, th
e se
rvic
es p
rovi
ded
by
the
bac
k-en
d w
ere
inte
grat
ed v
ia t
he M
ulti-
chan
nel a
rchi
tect
ure,
at
times
with
the
Fin
anci
al T
erm
inal
of
Acc
entu
re,
or w
ith t
he o
ffice
cha
nnel
s of
the
clie
nt
(inte
grat
ed v
ia W
eb S
ervi
ces)
, an
d w
ith o
ther
alte
rnat
ive
chan
nels
.A
lnov
a is
now
in t
he r
oad
tow
ard
s an
evo
lutio
n in
ord
er t
o re
info
rce
curr
ent
SO
A c
apab
ilitie
s of
the
Aln
ova
Sol
utio
n in
acc
ord
ance
with
a p
roce
ss-c
entr
ic a
pp
roac
h. A
key
cha
lleng
e is
the
d
ecou
plin
g b
etw
een
logi
cal m
odel
and
imp
lem
enta
tion
in o
rder
to
alig
n so
ftw
are
solu
tion
to b
usin
ess
need
, an
d t
he B
usin
ess
Pro
cess
has
to
be
the
key
elem
ent
for
it.O
ne o
f th
e m
ain
chal
leng
es is
to
find
a r
atio
nal a
pp
roac
h fo
r a
suita
ble
com
bin
atio
n of
ass
ets
and
pro
duc
ts in
ter
ms
of e
cono
my
and
leve
ragi
ng s
yner
gies
. S
uita
ble
inte
grat
ion
scen
ario
s m
ust
be
des
igne
d in
ord
er t
o ge
t a
ratio
nal u
sage
of
own
cap
abili
ties
toge
ther
with
thi
rd p
arty
exp
ert
pro
duc
ts.
Aln
ova
is c
ount
ing
on IB
M c
olla
bor
atio
n ar
ound
the
exp
lora
tion
of a
deq
uate
inte
grat
ion
pat
hs.
The
obje
ctiv
e is
to
man
age
it in
the
mos
t st
and
ard
way
tak
ing
adva
ntag
e of
BP
M c
apab
ilitie
s of
IT le
ader
too
ls in
the
mar
ket.
Aln
ova
serv
ices
of
each
bus
ines
s ac
tivity
cha
ract
eriz
ed b
y a
GU
I flo
w.
The
high
est
leve
l on
top
of
the
activ
ity is
the
Bus
ines
s P
roce
ss a
nd it
is r
equi
red
for
offe
ring
inte
grity
of
it lik
e th
e jo
int
of s
ever
al B
usin
ess
Act
iviti
es o
f d
iffer
ent
typ
es.
The
obje
ctiv
e is
to
man
age
it in
the
mos
t st
and
ard
way
tak
ing
adva
ntag
e of
BP
M c
apab
ilitie
s of
IT le
ader
too
ls in
the
mar
ket.
Our
Tha
ler
solu
tion
is f
ull S
OA
. W
e ha
ve a
BP
M t
ool w
hich
allo
ws
to b
uild
you
r ow
n p
roce
ss f
low
s in
to o
ur b
anki
ng s
olut
ion.
It u
ses
the
diff
eren
t Th
aler
ser
vice
s to
orc
hest
rate
the
ban
k’s
bus
ines
s p
roce
sses
.
We
imp
lem
ent
serv
ice
orie
ntat
ion
thro
ugh
the
usag
e of
Jav
a an
d S
OA
. W
e d
o no
t su
pp
ort
bus
ines
s p
roce
ss o
rche
stra
tion
and
bus
ines
s p
roce
ss m
anag
emen
t.
Cor
eban
k w
as d
esig
ned
to
par
ticip
ate
in a
Ser
vice
Orie
nted
Arc
hite
ctur
e. C
oreb
ank
is t
echn
olog
ical
ly v
ery
open
, an
d c
an p
artic
ipat
e in
SO
A’s
bui
lt on
a v
arie
ty o
f to
ols
and
sty
les.
Cor
eban
k’s
AP
I str
uctu
re is
imp
lem
ente
d a
s ap
pro
xim
atel
y 15
0 E
JB’s
with
wel
l ove
r 10
00 m
etho
ds
in t
otal
. A
cces
s cl
asse
s al
so e
xist
tha
t en
cap
sula
te t
he lo
gic
to lo
cate
and
cal
l the
EJB
’s a
nd t
hese
cla
sses
ca
n b
e us
ed a
s th
e fa
çad
e fo
r th
e sy
stem
if d
esire
d.
Bot
h m
etho
ds
can
coex
ist.
Cor
eban
k d
oes
not
have
a b
uilt-
in w
orkf
low
mec
hani
sm,
but
inst
ead
has
bee
n d
esig
ned
to
exp
ose
a cl
ean,
wel
l-st
ruct
ured
and
tec
hnol
ogic
ally
op
en in
terf
ace
that
can
wor
k w
ith v
ario
us g
ener
ic
bus
ines
s p
roce
ss o
rche
stra
tion
tool
s. C
oreb
ank
AP
I fun
ctio
ns h
ave
bee
n d
esig
ned
to
be
big
eno
ugh
that
the
y d
on’t
unne
cess
arily
com
plic
ate
crea
ting
larg
er-g
rain
ed s
ervi
ces,
but
sm
all e
noug
h th
at t
hey
don
’t ca
use
pro
ble
ms
for
wor
kflo
w t
ools
and
dec
reas
e re
-usa
bili
ty.
Cor
eban
k’s
AP
I str
uctu
re h
as e
volv
ed s
pec
ifica
lly t
o m
ake
it ea
sier
to
flexi
bly
agg
rega
te A
PI f
unct
ions
into
larg
er-
grai
ned
ser
vice
s. ‘
Mic
ro-w
orkf
low
’ to
ols
can
be
used
to
asse
mb
le C
oreb
ank
AP
I fun
ctio
ns in
to la
rger
ser
vice
s, w
hich
can
be
high
ly r
eusa
ble
, w
hile
‘m
acro
wor
kflo
w’
tool
s ca
n b
e us
ed a
t a
high
er
leve
l for
Bus
ines
s P
roce
ss M
anag
emen
t. C
oreb
ank
AP
I fun
ctio
ns,
bei
ng J
ava
met
hod
cal
ls,
can
also
be
exp
osed
as
Web
Ser
vice
s, if
des
ired
, b
y us
ing
tool
s p
rovi
ded
with
WA
S t
o ge
nera
te t
he
nece
ssar
y W
SD
L.
Pro
file
can
be
acce
ssed
via
IFX
mes
sage
s vi
a th
e X
pre
ss E
nter
pris
e S
ervi
ces
laye
r. It
can
par
ticip
ate
in p
roce
ss o
rche
stra
tion
via
this
ent
erp
rise
serv
ices
laye
r. P
rofil
e in
tegr
ates
to
any
bus
ines
s p
roce
ss m
anag
emen
t to
ol v
ia t
he X
pre
ss in
tegr
atio
n la
yer.
Sys
tem
atic
s is
a s
ervi
ces-
enab
led
hos
t sy
stem
. It
offe
rs p
roce
ss o
rche
stra
tion
via
inte
grat
ion
with
FIS
’ X
pre
ss S
OA
inte
grat
ion
laye
r an
d h
as n
ativ
e ca
se m
anag
emen
t ca
pab
ilitie
s.
ICB
S is
bui
lt ar
ound
a s
ervi
ce o
rient
ed a
rchi
tect
ure.
ICB
S f
unct
iona
lity
is m
anife
sted
in t
he f
orm
of
XM
L/IF
X b
ased
mes
sage
s, w
hich
are
com
bin
ed in
to s
ervi
ces
and
exp
osed
thr
ough
Fis
erv’
s C
BS
Com
mun
icat
or in
tegr
atio
n hu
b.
Thes
e se
rvic
es c
an t
hen
be
com
bin
ed in
to b
usin
ess
pro
cess
es a
nd c
onsu
med
by
bot
h Fi
serv
and
thi
rd p
arty
fro
nt-
and
bac
k-en
d a
pp
licat
ions
and
sys
tem
s to
inte
grat
e d
isp
arat
e sy
stem
s an
d c
hann
els
in a
n en
terp
rise.
CB
S C
omm
unic
ator
is c
urre
ntly
in u
se in
ove
r 50
fin
anci
al s
ervi
ces
inst
itutio
ns a
nd is
an
inte
gral
par
t of
Fis
erv
Ap
erio
, Fi
serv
CB
S W
orld
wid
e’s
mul
ti-ch
anne
l cus
tom
er in
tera
ctio
n an
d b
usin
ess
pro
cess
man
agem
ent
solu
tion.
Bus
ines
s p
roce
sses
are
cre
ated
and
dep
loye
d v
ia t
he F
iser
v A
per
io B
usin
ess
Pro
cess
Man
agem
ent
solu
tion.
Ap
erio
com
es w
ith 3
00+
pre
-pac
kage
d f
inan
cial
se
rvic
es b
usin
ess
pro
cess
es w
hich
cov
er k
ey a
reas
suc
h as
new
acc
ount
op
en,
finan
cial
tra
nsac
tions
, cu
stom
er u
pd
ates
and
com
pla
int
man
agem
ent.
Bus
ines
s p
roce
sses
and
wor
kflo
ws
can
also
be
bui
lt vi
a d
rag
and
dro
p m
odel
ing
to c
reat
e cu
stom
ized
pro
cess
es.
Thus
a s
ingl
e p
roce
ss c
an b
e b
uilt
and
dep
loye
d a
cros
s m
ultip
le c
hann
els.
�2�2
Ho
w d
o y
ou
act
on
the
tren
d t
ow
ard
s se
rvic
e o
rien
tati
on
and
bus
ines
s p
roce
ss m
anag
emen
t? (
par
t tw
o)
Co
mp
any
i-fle
x so
lutio
ns
Info
sys
Mis
ys
Mis
ys
Nuc
leus
Pol
aris
So
luti
on
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Finn
One
Inte
llect
Sui
te
i-fle
x se
es S
OA
as
the
next
evo
lutio
n of
tec
hnol
ogy,
whi
ch e
nab
les
finan
cial
inst
itutio
ns t
o ta
ke a
pro
cess
orie
nted
vie
w t
o th
eir
app
licat
ion
land
scap
e, a
nd e
ase
the
ever
incr
easi
ng c
omp
lexi
ties
of in
tegr
atio
n w
ithin
the
ent
erp
rise.
As
finan
cial
inst
itutio
ns lo
ok f
or a
chie
ving
cus
tom
er in
timac
y an
d c
omp
etiti
ve d
iffer
entia
tion
whi
le m
aint
aini
ng c
omp
lianc
e to
reg
ulat
ion
and
kee
pin
g co
sts
dow
n, c
usto
mer
s ar
e ta
king
a h
ard
look
at
thei
r b
usin
ess
pro
cess
es,
to f
ind
are
as o
f im
pro
vem
ent.
As
a fir
st s
tep
cus
tom
ers
look
for
a r
ead
y re
pos
itory
of
bus
ines
s p
roce
sses
to
ben
chm
ark
agai
nst.
For
thi
s i-
flex
has
bro
ught
tog
ethe
r its
exp
erie
nce
in w
orki
ng w
ith o
ver
775
cust
omer
s ac
ross
130
cou
ntie
s, in
pub
lishi
ng i-
flex
Pro
cess
Fra
mew
ork
for
Ban
king
(iP
FB),
a ric
h re
pos
itory
of
bus
ines
s p
roce
sses
bui
lt on
glo
bal
bes
t p
ract
ices
acr
oss
the
entir
e ar
ray
of b
anki
ng f
unct
ions
. Th
is r
epos
itory
is b
uilt
on O
racl
e B
PA s
uite
. A
s a
seco
nd s
tep
, i-
flex
has
rele
ased
the
nex
t ge
nera
-tio
n of
its
app
licat
ion
offe
rings
whi
ch t
ake
adva
ntag
e of
the
bus
ines
s p
roce
sses
doc
umen
ted
in iP
FB,
and
pro
vid
es e
xecu
tab
le B
PE
L p
roce
sses
and
und
erly
ing
web
ser
vice
s. i-
flex
has
rece
ntly
la
unch
ed t
he S
OA
ena
ble
d r
elea
se o
f FL
EX
CU
BE
with
web
ser
vice
s av
aila
ble
for
alm
ost
ever
y b
usin
ess
func
tion
in t
he s
uite
. Th
irdly
, w
ith p
roce
ss o
rche
stra
tion
com
es t
he n
eed
for
hav
ing
user
in
terf
aces
whi
ch a
re t
ask
bas
ed,
and
are
agn
ostic
of
bus
ines
s lo
gic,
whi
ch m
akes
the
m m
ore
amen
able
for
cha
nge
in c
ase
of c
hang
e in
bus
ines
s p
roce
sses
. W
ith t
his
in m
ind
, FL
EX
CU
BE
com
es
with
a n
ew T
ask
Orie
nted
UI w
hich
is b
ased
on
ind
ustr
y st
and
ard
Jav
a, a
nd X
ML.
i-fle
x le
vera
ges
the
Ora
cle
Fusi
on M
idd
lew
are
stac
k fo
r P
roce
ss M
anag
emen
t. P
roce
sses
are
doc
umen
ted
in
Ora
cle
Bus
ines
s P
roce
ss A
rchi
tect
(BPA
) sui
te,
and
are
mea
sura
ble
via
Ora
cle
Act
ivity
Mea
sure
men
t (B
AM
) too
lset
. A
dd
ition
ally
bus
ines
s p
roce
sses
doc
umen
ted
in O
racl
e B
PA s
uite
can
ser
ve
as c
ritic
al in
put
into
the
Ora
cle
Gov
erna
nce,
Ris
k an
d C
omp
lianc
e fr
amew
ork
for
ente
rpris
e w
ide
Gov
erna
nce,
Ris
k M
anag
emen
t an
d C
omp
lianc
e in
itiat
ives
.
Fina
cle’
s ar
chite
ctur
e ha
s b
een
des
igne
d u
sing
SO
A p
rinci
ple
s. T
he s
olut
ion’
s m
odul
ar a
rchi
tect
ure
allo
ws
it to
exp
ose
gran
ular
bus
ines
s fu
nctio
nalit
y as
ser
vice
s w
hich
pro
cess
req
uest
s b
ased
on
bus
ines
s p
aram
eter
s. B
enef
its in
clud
e th
e ca
pab
ility
to
orch
estr
ate
serv
ices
to
crea
te n
ew f
unct
iona
lity
usin
g a
tran
sact
ion
coor
din
ator
. Th
ese
serv
ices
are
exp
osed
to
othe
r ap
plic
atio
ns
thro
ugh
the
inte
grat
ion
fram
ewor
k th
ereb
y se
par
atin
g ap
plic
atio
n lo
gic
from
the
fro
nt e
nd e
nab
ling
add
ition
of
del
iver
y ch
anne
ls w
ithou
t re
-writ
ing
bac
k en
d c
ode.
Cur
rent
fun
ctio
nalit
y su
pp
orte
d
thro
ugh
serv
ices
can
be
clas
sifie
d in
to m
ultip
le a
reas
like
cus
tom
er r
elat
ions
hip
man
agem
ent,
dem
and
dep
osit,
loan
s, b
ill p
aym
ent,
tel
ler
oper
atio
ns,
bac
k of
fice
oper
atio
ns,
limits
& c
olla
tera
l m
anag
emen
t. F
inac
le p
rovi
des
pro
cess
orc
hest
ratio
n th
roug
h its
GU
I bas
ed b
usin
ess
pro
cess
def
initi
on a
nd d
eplo
ymen
t to
ol c
alle
d P
EA
S u
sing
whi
ch t
he b
anks
can
par
amet
eris
e an
d d
eplo
y th
e b
usin
ess
pro
cess
es t
hat
suit
thei
r en
viro
nmen
t. P
EA
S h
as t
he f
ollo
win
g co
mp
onen
ts -
a m
odel
er,
pro
cess
exe
cutio
n en
gine
, p
roce
ss m
onito
ring
and
ad
min
istr
atio
n an
d la
stly
the
pro
cess
ex
ecut
ion
aud
it co
mp
onen
t. P
EA
S is
bas
ed o
n th
e B
PM
L sp
ecifi
catio
n. U
sing
the
ab
ove
men
tione
d c
omp
onen
ts b
anks
can
car
ry o
ut t
he f
ollo
win
g st
eps
in d
efin
ing
thei
r p
roce
sses
: d
efin
ition
us
ing
the
pro
cess
aut
omat
or,
dep
loym
ent
and
exe
cutio
n us
ing
the
pro
cess
dep
loym
ent
and
exe
cutio
n en
gine
.Fi
nacl
e in
terf
aces
with
Info
sys’
Influ
x B
usin
ess
Pro
cess
Man
agem
ent
tool
to
pro
vid
e b
usin
ess
pro
cess
man
agem
ent
cap
abilt
y. F
inac
le u
ses
the
Pro
cess
Exe
cutio
n A
naly
sis
and
Sim
ulat
ion
Eng
ine
(PE
AS
) in
Influ
x b
ased
on
BP
ML
for
mod
ellin
g, a
nd B
PE
L fo
r ex
ecut
ion,
mon
itorin
g an
d a
dm
inis
trat
ion
of b
usin
ess
pro
cess
es.
Mis
ys h
as a
dop
ted
a lo
w r
isk,
evo
lutio
nary
ap
pro
ach
to m
ovin
g to
war
ds
an S
OA
env
ironm
ent.
Mid
as P
lus
and
Eq
uatio
n ar
e cr
eate
d e
xten
sive
ly in
a J
2EE
and
IBM
Web
Sp
here
env
ironm
ent
for
incr
ease
d f
lexi
bili
ty a
nd s
imp
lifie
d m
anag
emen
t. A
larg
e nu
mb
er o
f A
PIs
pro
vid
e ex
celle
nt in
tegr
atio
n ca
pab
ilitie
s. F
urth
erm
ore,
new
mod
ules
of
Mid
as P
lus
and
Eq
uant
ion
will
be
crea
ted
thr
ough
M
isys
’ ne
w c
omp
onen
t-b
ased
cor
e b
anki
ng t
echn
olog
y, M
isys
Ban
kFus
ion.
Mis
ys B
ankF
usio
n p
rovi
des
the
too
ls f
or M
isys
to
dev
elop
the
nex
t ge
nera
tion
of M
idas
ap
plic
atio
ns w
ithin
a S
ervi
ce
Orie
nted
Arc
hite
ctur
e. T
his
stra
tegy
will
mak
e th
e fu
nctio
nalit
y av
aila
ble
as
serv
ice
bas
ed c
omp
onen
ts,
offe
ring
a hi
gher
deg
ree
of c
usto
mis
atio
n, p
latf
orm
ind
epen
den
ce a
nd a
mec
hani
sm f
or
pre
serv
ing
any
tailo
ring
whe
n th
e so
ftw
are
is u
pgr
aded
. A
dhe
renc
e to
SO
A p
rinci
ple
s w
as a
nd is
a k
ey d
esig
n p
oint
of
the
Ban
kFus
ion
pla
tfor
m.
Ban
kFus
ion
is a
pro
cess
cen
tric
pla
tfor
m,
all f
unct
iona
lity
in a
Ban
kFus
ion
solu
tion
is d
eliv
ered
by
a p
roce
ss.
Ban
kFus
ion
sup
por
ts t
he a
bili
ty t
o or
ches
trat
e its
ow
n an
d e
xter
nal s
ervi
ces
thro
ugh
a gr
aphi
cal e
dito
r. Th
e re
sulti
ng b
usin
ess
pro
cess
can
inco
rpor
ate
bot
h in
tera
ctiv
e an
d n
on-i
nter
activ
e ta
sks.
The
bus
ines
s p
roce
ss m
ay b
e lo
ng r
unni
ng -
sp
anni
ng m
ultip
le u
ser
sess
ions
and
cr
oss
chan
nel.
How
ever
it is
a k
ey p
rinci
ple
of
Ban
kFus
ion
that
it is
non
-pre
scrip
tive,
and
bea
ring
in m
ind
man
y or
gani
satio
ns w
ill w
ish
to m
ake
ther
e ow
n ch
oice
of
orch
estr
atio
n to
ols,
it is
p
ossi
ble
to
rep
lace
Ban
kFus
ion’
s ow
n or
ches
trat
ion
with
a 3
rd p
arty
. A
ll B
ankF
usio
n p
roce
sses
can
be
pub
lishe
d a
s W
SD
L in
terf
aces
. In
voca
tion
can
be
thro
ugh
SO
AP
and
RM
I. Th
e se
rvic
es
are
stat
eles
s an
d t
rans
actio
nal a
nd c
an r
ead
ily b
e or
ches
trat
ed b
y an
y to
ol/e
ngin
e su
pp
ortin
g th
e W
SD
L in
terf
ace.
The
Ban
kFus
ion
pla
tfor
m p
rovi
des
too
ls f
or d
esig
ning
, in
stru
men
ting
and
mon
itorin
g its
ow
n se
rvic
es a
nd w
ork
flow
s, a
nd t
hese
are
ful
ly in
tegr
ated
with
the
cor
e so
lutio
n. F
or s
ome
inst
alla
tions
th
is m
ay b
e al
l tha
t is
nee
ded
but
Ban
kFus
ion
doe
s no
t as
pire
to
be
an e
nter
pris
e w
ide
BP
M s
yste
m.
We
fully
exp
ect
Ban
ks t
o m
ake
thei
r ow
n en
terp
rise
dec
isio
ns in
thi
s ar
ea.
By
adhe
ring
to
J2E
des
ign
pat
tern
s an
d e
xpos
ing
all s
ervi
ces
thro
ugh
stan
dar
d W
SD
L in
terf
aces
the
tas
k of
inte
grat
ing
with
3rd
par
ty B
PM
is s
imp
lifie
d.
The
sam
e.
We
are
in a
mov
emen
t to
op
en p
latf
orm
arc
hite
ctur
e w
ith p
rogr
essi
ve s
ervi
ce o
rche
stra
tion.
Our
Fin
nOne
sol
utio
n is
alre
ady
wor
kflo
w e
nab
led
; w
ith c
onsi
sten
t im
pro
vem
ents
in B
PM
cap
abili
ties.
Pol
aris
is o
ne o
f th
e ea
rly a
dop
ters
of
SO
A a
nd c
omm
ence
d w
ork
on S
OA
in 2
003.
Inte
llect
Sui
te c
omp
rises
of
56+
dep
artm
enta
l sol
utio
ns u
sing
the
prin
cip
les
of S
OA
and
com
es c
omp
lete
w
ith it
s ow
n se
curit
y, in
tegr
atio
n la
yers
. In
telle
ct W
orkf
low
is u
sed
inte
rnal
ly t
o or
ches
trat
e W
orkf
low
.M
ost
Mod
ules
hav
e A
PIs
for
Inte
grat
ion.
Inte
grat
or,
is a
mid
dle
war
e fo
r in
tegr
atio
n w
ith e
xter
nal s
yste
ms.
Som
e of
our
gen
eric
pro
duc
t se
rvic
es li
ke F
ees
and
Cha
rges
are
SO
A e
nab
led
. A
lso
we
have
an
exp
ertis
e ce
nter
for
SO
A.
We
have
don
e su
bst
antia
l res
earc
h w
ork
on P
roce
ss O
rche
stra
tion
with
var
ious
BP
EL
vend
ors
and
pla
n to
imp
lem
ent
as p
art
of o
ur p
rod
uct
road
map
as
wel
l as
on n
eed
bas
is.
We
have
exp
ertis
e on
IBM
pro
cess
ser
ver,
Ora
cle
BP
EL,
Act
ive
BP
EL.
Inte
llect
Wor
kflo
w a
cts
as a
Bus
ines
s p
roce
ss m
anag
emen
t la
yer,
orch
estr
atin
g th
e w
orkf
low
bet
wee
n va
rious
fun
ctio
ns o
f co
re b
anki
ng li
ke o
rigin
atio
n, L
end
ing
and
col
lect
ion.
Appendix: Detailed systems overview ��
Ho
w d
o y
ou
act
on
the
tren
d t
ow
ard
s se
rvic
e o
rien
tati
on
and
bus
ines
s p
roce
ss m
anag
emen
t? (
par
t th
ree)
Co
mp
any
SA
P A
G
Sun
Gar
d
TCS
Tem
enos
So
luti
on
SA
P T
B
Sym
bol
s
TCS
BaN
CS
T24
SA
P’s
Ent
erp
rise
Ser
vice
-Orie
nted
Arc
hite
ctur
e (S
OA
) ad
dre
sses
the
bus
ines
s is
sue
that
mos
t co
mp
anie
s ar
e fa
cing
- e
xten
din
g ex
istin
g IT
ass
ets
to s
upp
ort
bus
ines
s ch
ange
and
inno
vatio
n,
whi
le lo
wer
ing
tota
l cos
t of
ow
ners
hip
. E
nab
led
by
the
SA
P N
etW
eave
r p
latf
orm
, E
nter
pris
e S
OA
pro
vid
es a
n op
en o
utlin
e fo
r ad
aptiv
e b
usin
ess
solu
tions
. B
uild
ing
on t
he b
enef
its o
f W
eb
serv
ices
, it
del
iver
s on
the
pro
mis
e of
ser
vice
s-or
ient
ed a
rchi
tect
ures
, en
ablin
g b
oth
flexi
bili
ty a
nd b
usin
ess
effic
ienc
y w
ithou
t in
crea
sing
cos
ts.
With
Ent
erp
rise
SO
A,
com
pan
ies
have
a c
ost-
effe
ctiv
e b
luep
rint
for
com
pos
ing
inno
vativ
e ne
w a
pp
licat
ions
by
exte
ndin
g ex
istin
g sy
stem
s, w
hile
mai
ntai
ning
a le
vel o
f fle
xib
ility
tha
t m
akes
fut
ure
pro
cess
cha
nges
cos
t-ef
fect
ive.
SA
P o
ffers
co
mp
rehe
nsiv
e, s
tand
ard
s-b
ased
sol
utio
ns f
or b
anks
in it
s S
AP
for
Ban
king
sol
utio
ns p
ortf
olio
. Th
is p
ortf
olio
can
incl
ude
a b
usin
ess
pro
cess
pla
tfor
m (B
PP
) for
ban
king
tha
t co
mb
ines
the
pow
er
of t
he S
AP
Net
Wea
ver
pla
tfor
m w
ith in
dus
try-
spec
ific
bus
ines
s an
d b
anki
ng s
olut
ions
. A
lthou
gh E
nter
pris
e S
OA
pro
vid
es a
str
ong
pro
mis
e fo
r b
anks
and
an
attr
activ
e m
eans
for
fut
ure
dev
elop
-m
ent
of S
AP
par
tner
s’ b
usin
esse
s, n
eith
er S
AP
nor
its
cust
omer
s an
d p
artn
ers
can
affo
rd t
o d
isca
rd e
xist
ing
solu
tions
and
sta
rt a
gain
fro
m s
crat
ch.
The
aim
of
the
BP
P f
or b
anki
ng is
not
onl
y to
pro
vid
e co
mp
lete
ban
king
sol
utio
ns b
ut a
lso
to p
ut b
anks
on
the
fast
tra
ck t
o an
ent
erp
rise
serv
ices
arc
hite
ctur
e. S
AP
’s e
xist
ing
solu
tion
arch
itect
ure
is t
he s
tart
ing
poi
nt f
or t
he E
nter
pris
e S
OA
tra
nsiti
on.
Dur
ing
this
tra
nsiti
on p
roce
ss,
SA
P w
ill o
pen
the
sol
utio
n ar
chite
ctur
e b
y ha
rmon
izin
g b
usin
ess
pro
cess
es,
dec
oup
ling
user
inte
rfac
es,
and
mak
ing
bus
ines
s ob
ject
s an
d s
ervi
ces
acce
ssib
le t
hrou
gh o
pen
, st
and
ard
s-b
ased
acc
ess
mec
hani
sms.
The
tra
nsiti
on p
roce
ss w
ill u
ltim
atel
y le
ad t
o an
arc
hite
ctur
e th
at o
ffers
max
imum
fle
xib
ility
and
pow
erfu
l fun
ctio
ns f
or b
uild
ing
bus
ines
s p
roce
sses
and
ser
vice
s on
a s
cala
ble
, hi
gh-p
erfo
rman
ce IT
infr
astr
uctu
re.
Sim
ulta
neou
s, a
dd
ition
al f
unct
iona
l cov
erag
e, e
.g.
for
corp
orat
e b
anki
ng a
nd c
ash
man
agem
ent,
will
be
imp
lem
ente
d t
o m
eet
cust
omer
req
uire
men
ts.
SA
P N
etW
eave
r B
usin
ess
Pro
cess
Man
agem
ent
cons
ists
of
thre
e fo
cuse
s to
cat
er f
or t
he c
omp
lete
ran
ge o
f en
viro
nmen
ts w
here
thi
s is
nee
ded
. Th
e th
ree
focu
ses
are:
-A
d-h
oc W
orkf
low
, w
hich
is p
art
of t
he P
orta
l Fra
mew
ork,
to
enab
le in
div
idua
ls t
o cr
eate
ligh
t-w
eigh
t ad
hoc
pro
cess
es t
o op
timiz
e th
eir
day
-to-
day
tas
ks a
nd a
dd
tra
nsp
aren
cy t
o w
hat
they
are
d
oing
in r
elat
ion
to t
heir
team
mem
ber
s. T
his
is w
hat
del
iver
s th
e p
eop
le e
mp
ower
men
t.-
Bus
ines
s W
orkf
low
, th
e S
AP
Web
Ap
plic
atio
n S
erve
r w
orkf
low
too
l, w
hich
is u
sed
to
auto
mat
e th
e b
usin
es p
roce
sses
tak
ing
pla
ce w
ithin
an
SA
P c
omp
onen
t an
d in
tegr
ate
the
SA
P u
sers
with
th
e b
usin
ess
pro
cess
. Th
is is
wha
t d
eliv
ers
the
wor
kflo
w e
mp
ower
men
t w
ithin
the
SA
P c
omp
onen
ts.
-C
ross
-Com
pon
ent
BP
M t
o au
tom
ate
the
cros
s ap
plic
atio
ns p
roce
sses
tak
ing
pla
ce in
a h
eter
ogen
eous
sys
tem
land
scap
e. T
his
del
iver
s th
e to
tal B
usin
ess
Pro
cess
Em
pow
erm
ent
in a
sys
tem
la
ndsc
ape.
BP
M c
over
s th
e fu
ll p
roce
ss li
fecy
cle:
des
ign,
aut
omat
ion,
exe
cutio
n, m
onito
ring,
ana
lysi
s an
d o
ptim
izat
ion.
Sun
Gar
d’s
Sys
tem
Acc
ess
univ
ersa
l ban
king
sol
utio
n is
bui
lt on
an
open
pla
tfor
m a
nd d
esig
ned
on
SO
A.
Ent
erp
rise
infr
astr
uctu
re in
tegr
atio
n is
fac
ilita
ted
thr
ough
our
pro
ven
arch
itect
ure.
S
unG
ard
’s S
yste
m A
cces
s un
iver
sal b
anki
ng s
olut
ion
incl
udes
Sys
tem
Acc
ess
Cus
tom
er S
ervi
ce M
anag
er t
hat
pro
vid
es B
usin
ess
Pro
cess
Orc
hest
ratio
n (B
PO
). Th
is g
ives
the
ab
ility
to
orch
es-
trat
e an
d c
ontr
ol t
he e
xecu
tion
of a
bus
ines
s p
roce
ss a
cros
s d
iffer
ent
syst
ems
and
org
aniz
atio
nal b
ound
arie
s. S
unG
ard
’s S
yste
m A
cces
s C
usto
mer
Ser
vice
Man
ager
has
bui
lt-in
BP
M c
apab
ili-
ties.
Sys
tem
Acc
ess
Cus
tom
er S
ervi
ce M
anag
er is
ful
ly in
tegr
ated
with
the
Sys
tem
Acc
ess
Sym
bol
s co
re b
anki
ng s
olut
ion.
TCS
BaN
CS
is S
OA
ena
ble
d a
cros
s th
e en
tire
Pro
duc
t S
et w
hich
incl
udes
Com
mer
cial
Ban
king
, C
apita
l Mar
kets
and
Insu
ranc
e. O
ver
2000
ser
vice
s ar
e av
aila
ble
thr
ough
Biz
talk
, W
ebsp
here
and
W
eblo
gic
adap
tors
.TC
S B
aNC
S in
corp
orat
es a
STP
eng
ine
whi
ch m
anag
es o
rche
stra
tion
of a
tom
ic le
vel f
ine
grai
n se
rvic
es a
t th
e ap
plic
atio
n le
vel,
coar
se g
rain
ser
vice
s w
hich
are
com
pos
ed o
f m
ultip
le f
ine
grai
n se
rvic
es a
re e
xpos
ed v
ia a
dap
ters
and
BP
EL
is u
sed
to
orch
estr
ate
coar
se g
rain
ser
vice
s ac
ross
one
or
mor
e ap
plic
atio
ns.
Ad
diti
onal
ly T
CS
BaN
CS
Cha
nnel
s so
lutio
n co
mes
with
a U
ser
Inte
ract
ion
Man
ager
whi
ch a
llow
s us
er/c
usto
mer
inte
ract
ions
to
be
wor
kflo
wed
. Th
is is
an
add
ition
al la
yer
that
sits
ab
ove
the
BP
EL
orch
estr
atio
n la
yer.
T24
has
an in
bui
lt ca
pac
ity t
o op
erat
e in
an
SO
A e
nviro
nmen
t si
nce
it ex
pos
es a
ll of
its
func
tiona
lity
as w
eb s
ervi
ces
whi
ch c
an b
e ad
dre
ssed
by
othe
r sy
stem
s. T
emen
os c
ontin
ues
to m
onito
rin
dus
try
initi
ativ
es a
nd t
rend
s in
thi
s ar
ea t
o he
lp t
o d
efin
e ho
w t
his
tech
nica
l sys
tem
cap
acity
can
be
bes
t d
eplo
yed
by
ban
ks.
Vario
us t
echn
olog
y p
roof
of
conc
ept
activ
ities
are
und
erw
ay
acco
mp
anie
d b
y an
ong
oing
eng
agem
ent
with
clie
nts,
pro
spec
ts,
par
tner
s, a
naly
sts
and
oth
er in
dus
try
bod
ies.
T24
can
be
add
ress
by
a B
PE
L en
gine
. Th
is t
echn
ical
cap
acity
is b
eing
exp
loite
d b
y on
goin
g cl
ient
imp
lem
enta
tion
wor
k an
d t
echn
ical
pro
of o
f co
ncep
t ac
tiviti
es b
eing
car
ried
out
. Te
men
os a
lso
offe
rs a
Bus
ines
s C
onsu
lting
ser
vice
cen
tred
aro
und
BP
M a
ctiv
ities
whi
ch is
aim
ed a
t su
pp
ortin
g th
e im
ple
men
tatio
n an
d s
ubse
que
nt u
se o
f T2
4. T
he u
se o
f p
roce
ss o
rche
stra
tion
tech
nolo
gy
and
ap
pro
ache
s is
inhe
rent
in t
his
offe
ring.
Tem
enos
use
s 3r
d p
arty
too
ls f
or B
PM
act
iviti
es.
� Financial�Services the�way�we�see�it
Ho
w d
o y
ou
act
on
the
tren
d t
ow
ard
s se
rvic
e o
rien
tati
on
and
bus
ines
s p
roce
ss m
anag
emen
t? (
par
t fo
ur)
Co
mp
any
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
TCB
CB
S
MB
S;
GE
OS
TEM
EN
OS
™ C
oreB
anki
ng c
urre
ntly
sup
por
ts m
ost
of t
he S
OA
sta
ndar
ds
and
sig
nific
ant
fund
ing
is b
eing
allo
cate
d in
the
dev
elop
men
t p
rogr
ams
to e
xpan
d t
he c
over
age
of S
OA
sta
ndar
ds
and
cap
abili
ties.
The
pub
licat
ion
of C
oreb
anki
ng s
ervi
ces
is c
urre
ntly
orie
nted
to
the
inte
grat
ion
of a
n ov
eral
l ban
king
sol
utio
n. T
he d
evel
opm
ent
effo
rt in
thi
s d
irect
ion
will
als
o re
sult
in a
hig
her
usab
ility
of
serv
ices
in t
he o
rche
stra
tion
of a
pro
cess
thr
ough
BP
EL
or o
ther
sta
ndar
ds.
BP
M t
ools
are
not
incl
uded
in C
oreB
anki
ng.
The
Cor
e B
anki
ng S
uite
is b
uilt
usin
g op
en s
tand
ard
s an
d a
mod
ern
Ser
vice
-Orie
nted
Arc
hite
ctur
e (S
OA
) com
bin
ed w
ith a
pro
cess
ing
engi
ne b
uilt
usin
g an
effe
ctiv
e E
vent
-Driv
en A
rchi
tect
ure
(ED
A).
Tiet
oEna
tor’s
str
ateg
y to
war
ds
SO
A,
is f
irstly
to
div
ide
SO
A in
tw
o d
omai
ns,
Inte
grat
ion
and
Bus
ines
s P
roce
ss M
anag
emen
t (B
PM
).O
ur S
OA
Inte
grat
ion
stra
tegy
is d
ivid
ed in
sub
-dom
ains
, su
ch e
.g.
Clie
nt (M
DM
), G
ener
al L
edge
r, et
c. T
he s
ub-d
omai
ns a
re im
ple
men
ted
in t
he S
OA
inte
grat
ion
stra
tegy
by
Pro
of o
f C
once
pt
team
s, w
hich
are
gui
ded
by
a ge
nera
l pol
icy.
Mos
t of
our
sys
tem
s re
ly o
n th
e ab
ility
to
cont
rol t
he in
tern
al p
roce
ssin
g. F
or o
ur C
ore
Ban
king
Sys
tem
, th
e fo
cus
is o
n ac
coun
ting;
for
oth
er
syst
ems
it is
usu
ally
aro
und
cle
arin
g, p
aym
ent
and
set
tlem
ent.
We
also
sup
por
t or
ches
trat
ion
outs
ide
our
syst
em o
n th
e b
asis
of
the
serv
ices
tha
t w
e p
rovi
de.
The
BP
M d
omai
n is
to
be
imp
lem
ente
d in
our
mor
tgag
e su
ite.
The
exp
erie
nce,
kno
wle
dge
and
fun
ctio
nal o
ffers
will
the
n b
e im
ple
men
ted
in f
ull s
cale
in a
ll sy
stem
dom
ains
. C
urre
ntly
we
pro
vid
e m
ore
than
130
0 b
usin
ess
serv
ices
for
use
by
pot
entia
l sub
scrib
ers
of C
ore
Ban
king
. W
e al
so p
lay
an a
ctiv
e ro
le in
the
inte
rnat
iona
l are
na r
elat
ed t
o S
OA
, i.e
. O
OP
SLA
07 o
n S
OA
with
a f
ocus
on
harv
estin
g p
atte
rns
and
arc
hite
ctur
al d
esig
n d
ecis
ions
to
sup
por
t th
e ev
olut
ion
of S
OA
in p
ract
ice.
We
typ
ical
ly r
ely
on e
xter
nal s
tand
ard
ized
BP
M t
ools
, su
ch a
s B
EA
Aq
ualo
gic
and
Web
sphe
re
Pro
cess
Ser
ver
as w
ell a
s ou
r ow
n in
tern
al p
roce
ssin
g en
gine
s fo
r th
e op
timiz
ed p
roce
sses
clo
se t
o C
ore
Ban
king
(i.e
. th
e ac
coun
ting
engi
ne).
Acc
ord
ing
to c
usto
mer
exp
ecta
tions
/clie
nt w
orki
ng g
roup
s. S
oftw
are
is d
esig
ned
in a
mod
ular
way
to
satis
fy S
OA
req
uire
men
ts.
We
alre
ady
pro
vid
e W
eb S
ervi
ces.
We
sup
por
t th
e p
roce
ss
orch
estr
atio
n w
ith o
ur w
eb c
onfig
urat
or.
This
too
l ena
ble
s th
e op
erat
ion
of s
ervi
ces
acco
rdin
g to
the
bus
ines
s p
roce
ss.
�4
Appendix: Detailed systems overview ��
Wha
t ar
e th
e m
ajo
r d
evel
op
men
ts t
hat
you
are
pla
nnin
g f
or
your
sys
tem
dur
ing
200
8? (
par
t o
ne)
Co
mp
any
Acc
entu
re
Cal
lata
ÿ &
Wou
ters
Del
ta In
form
atiq
ue
Fid
elity
Fid
elity
Fid
elity
Fise
rv
i-fle
x so
lutio
ns
Info
sys
Mis
ys
Mis
ys
So
luti
on
Aln
ova
Thal
er
Del
ta-B
ank
Cor
eban
k
Pro
file
Sys
tem
atic
s
ICB
S
Flex
cub
e
Fina
cle
Eq
uatio
n
Mid
as
Tech
nolo
gica
l are
as o
f ev
olut
ion:
- C
ontin
uous
SO
A a
lignm
ent
for
our
tech
nica
l arc
hite
ctur
es B
usin
ess
area
s fo
r ev
olut
ion:
- S
OA
bus
ines
s ap
plic
atio
ns e
volu
tion
alig
ned
with
our
vie
w o
f a
Hig
h P
erfo
rman
ce B
anki
ng -
Cre
dit
serv
ices
evo
lutio
n to
sup
por
t C
red
it B
PO
fie
ld S
oftw
are
vend
or r
elia
bili
ty:
- In
dus
tria
lizat
ion
(Pro
duc
t d
evel
opm
ent
and
Del
iver
y ce
nter
) - P
acka
ging
- D
eliv
ery
Acc
eler
ator
s.
Inte
grat
ion
with
SA
P -
Net
wea
ver
Java
dev
elop
men
t -
new
use
r fr
iend
ly W
UI.
Fully
Jav
a b
ased
sol
utio
n -
Flex
ible
acc
ount
ing
sche
me.
The
next
rel
ease
of
Cor
eban
k, R
elea
se 4
.5 is
tar
gete
d f
or 1
st q
uart
er 2
008.
Bel
ow a
re li
sted
som
e of
the
tar
gete
d e
nhan
cmen
ts:
- E
nhan
cem
ents
for
com
bin
ed s
tate
men
ts -
Enh
ance
men
ts t
o va
lue-
bas
ed a
utho
risat
ions
- E
nhan
cem
ents
to
fee
fund
s su
ffici
ency
che
ck a
nd r
etry
- E
nhan
cem
ents
to
inte
rest
fun
ds
suffi
cien
cy c
heck
and
ret
ry -
Enh
ance
men
ts t
o d
elin
que
ncy
loan
pay
men
t p
riorit
ies
- A
dd
ition
al o
ptio
ns f
or d
ays
until
firs
t lo
an r
epay
men
t -
Ad
diti
onal
op
tions
for
loan
/cre
dit
rep
aym
ent
dat
e -
Ad
diti
onal
op
tions
for
cre
dit
exp
iry d
ate
- A
dd
ition
al o
ptio
ns f
or m
inim
um
witt
dra
wal
am
ount
and
with
dra
wal
uni
ts -
New
AP
Is f
or b
ank-
spec
ific
follo
w-u
p e
vent
s.
Cre
dit
card
fun
tiona
lity
- B
uild
ing
com
pile
rs f
or J
ava
- R
ever
se m
ortg
age
func
tiona
lity
- C
omm
erci
al c
ash
man
agem
ent.
Reg
ulat
ory
upd
ates
- L
end
ing
enha
ncem
ents
.
With
in c
ore:
ad
diti
onal
fun
ctio
nalit
y fo
r en
hanc
ed c
ontr
ol a
nd r
esea
rch,
pro
duc
t p
acka
ging
, cr
edit
and
pay
men
t m
anag
emen
t an
d a
uditi
ng t
o en
able
ban
ks t
o d
eliv
er b
ette
r cu
stom
er s
ervi
ce,
pro
fitab
ility
, ef
ficie
ncy
and
ris
k m
anag
emen
t. A
lso
fully
inte
grat
ed t
rad
e, t
reas
ury
and
cap
ital m
arke
ts f
unct
iona
lity
with
in IC
BS
(ong
oing
dev
elop
men
t p
ost
laun
ch in
Oct
ober
200
7).
New
rel
ease
s of
Fis
erv
Ap
erio
with
ad
diti
onal
cus
tom
er in
tera
ctio
n an
d b
usin
ess
pro
cess
man
agem
ent
incl
udin
g an
alyt
ics.
Fis
erv
is a
lso
set
to o
ffer
a fu
ll fr
ont-
to-b
ack
Isla
mic
ban
king
sol
utio
n b
ased
on
its
ICB
S a
nd F
iser
v A
per
io p
rod
ucts
. In
Eur
ope,
Fis
erv
will
con
tinue
to
offe
r B
PO
in f
inan
cial
ser
vice
s us
ing
ICB
S c
ore
syst
ems.
Ora
cle
and
i-fle
x ar
e in
vest
ing
in a
bro
ad r
ange
of
area
s to
con
tinuo
usly
enh
ance
the
val
ue w
e p
rovi
de
to o
ur c
usto
mer
s. T
hese
inve
stm
ents
incl
ude
1. F
unct
iona
l enh
ance
men
ts in
the
ap
plic
a-tio
ns t
o m
eet
the
ever
cha
ngin
g b
anki
ng e
nviro
nmen
t 2.
Tec
hnol
ogy
enha
ncem
ents
in a
dop
tion
of a
dd
ition
al c
omp
onen
ts o
f Fu
sion
Mid
dle
war
e 3.
Pre
-int
egra
tion
of o
ur a
pp
licat
ion
asse
ts w
ith
Ora
cle
Ap
plic
atio
n In
tegr
atio
n A
rchi
tect
ure
(AIA
) 4.
Enh
ance
men
t of
our
pro
cess
fra
mew
ork
to p
rovi
de
an in
dus
try
refe
renc
e m
odel
for
ban
king
.
Fina
cle’
s st
rate
gy c
ontin
ues
to f
ocus
on
del
iver
ing
lead
ersh
ip &
inno
vatio
n in
the
ban
king
sol
utio
n sp
ace.
We
see
ban
king
sol
utio
ns p
layi
ng a
rol
e of
ena
blin
g ag
ents
in b
usin
ess
tran
sfor
mat
ion
pro
gram
s th
at w
ill m
ake
ban
ks in
to r
esp
onsi
ve,
high
per
form
ance
bus
ines
ses.
Fin
acle
’s p
rod
uct
stra
tegy
will
thu
s co
ntin
ue t
o ev
olve
tow
ard
s: D
eliv
erin
g a
com
pon
entis
ed,
mal
eab
le S
OA
arc
hi-
tect
ure
faci
litat
ing
grow
th &
exp
ansi
on;
Del
iver
ing
a co
mp
rehe
nsiv
e p
rod
uct
fact
ory
that
use
s in
telli
gent
bus
ines
s, p
roce
ss &
tec
hnol
ogy
bui
ldin
g b
lock
s fo
r b
und
ling
and
ad
vanc
ed r
elat
ions
hip
p
ricin
g ca
pab
ilitie
s; D
eliv
erin
g a
relia
ble
, hi
gh-p
erfo
rman
t in
form
atio
n &
kno
wle
dge
sto
re r
elat
ing
to c
usto
mer
s, b
anks
pro
duc
ts &
ser
vice
s; A
n in
tegr
ated
, IP
ena
ble
d 2
4*7
scal
able
& o
pen
mul
ti-ch
anne
l pla
tfor
m;
Enh
ance
CR
M in
fin
anci
al p
lann
ing,
loya
lty m
gmt,
Inte
grat
ed C
hann
el M
anag
emen
t; D
eliv
erin
g in
nova
tive
pro
duc
tivity
& e
ffici
ency
fea
ture
s; C
omp
rehe
nsiv
e su
pp
ort
for
mod
ern
IP e
nab
led
& w
irele
ss d
evic
es;
Sup
por
t fo
r m
ulti-
entit
y ca
pab
ility
; D
eliv
erin
g en
d-t
o-en
d W
ealth
Man
agem
ent
solu
tions
; Is
lam
ic b
anki
ng.
The
Eq
uatio
n ro
adm
ap f
or t
he n
ext
12 m
onth
s w
ill s
ee a
bro
ad r
ange
of
func
tiona
l im
pro
vem
ents
in m
ultip
le a
reas
, as
wel
l as
the
coex
iste
nce
pha
se o
n th
e ne
w M
isys
Ban
kFus
ion
pla
tfor
m.
This
will
del
iver
Eq
uatio
n co
mp
onen
ts o
n a
J2E
E-b
ased
cor
e b
anki
ng p
latf
orm
whi
ch w
ill p
rovi
de
a co
mm
on f
ram
ewor
k fo
r al
l fut
ure
ban
king
dev
elop
men
t. B
ased
aro
und
an
SO
A a
rchi
tect
ure,
it
is a
hig
hly
flexi
ble
, in
tero
per
able
and
sca
lab
le p
latf
orm
.
Enh
ance
men
ts t
o G
lob
al P
roce
ssin
g su
ch a
s lo
cal t
ime
and
dat
e st
amp
for
tra
nsac
tions
, au
tom
ated
bac
k up
and
res
tore
; ne
w r
egul
ator
y re
por
ting;
Glo
bal
cas
h m
anag
emen
t en
gine
ena
blin
g b
anks
to
del
iver
cas
h p
oolin
g se
rvic
es a
cros
s m
ultip
le c
urre
ncie
s an
d c
ount
ries;
sup
por
t fo
r a
rang
e of
reg
iona
l and
loca
l reg
ulat
ory
req
uire
men
ts a
nd s
tand
ard
s, e
.g.
MiF
ID,
SE
PA a
nd S
WIF
T,
and
Eur
o ad
optio
n.
� Financial�Services the�way�we�see�it
Wha
t ar
e th
e m
ajo
r d
evel
op
men
ts t
hat
you
are
pla
nnin
g f
or
your
sys
tem
dur
ing
200
8? (
par
t tw
o)
Co
mp
any
Nuc
leus
Pol
aris
SA
P A
G
Sun
Gar
d
TCS
Tem
enos
Tem
enos
Tiet
oEna
tor
T-S
yste
ms
So
luti
on
Finn
One
Inte
llect
Sui
te
SA
P T
B
Sym
bol
s
TCS
BaN
CS
T24
TCB
CB
S
MB
S;
GE
OS
Nuc
leus
’ co
rpor
ate
visi
on is
to
be
a le
adin
g gl
obal
pla
yer
in it
s sp
ecia
lty a
rena
ofF
inan
cial
Len
din
g -
add
ress
ing
alla
spec
ts o
f th
eas
sets
bus
ines
s.W
ithin
the
sol
utio
ns p
ortf
olio
, ne
w a
nd
imp
rove
d v
ersi
ons
of N
ucle
us’
pro
duc
ts -
Fin
nOne
Len
din
g, F
innO
neC
olle
ctio
ns a
nd F
innO
ne C
usto
mer
Acq
uisi
tion
Sys
tem
- a
re c
ontin
uous
ly b
eing
rel
ease
d.
New
sys
tem
too
ls -
a c
omm
unic
atio
n en
gine
, si
ngle
sig
n-on
fea
ture
s an
d lo
an c
alcu
lato
rs a
re a
lso
bei
ng r
elea
sed
. Tw
o ne
w b
usin
ess
segm
ents
are
bei
ng a
dd
ress
ed b
y ne
w p
rod
ucts
tha
t ha
ve
rece
ntly
com
e in
to o
ur s
olut
ions
por
tfol
io -
Fin
nOne
For
ecas
ter
(for
enha
nced
Bus
ines
s A
naly
tics)
and
Fin
nOne
Op
erat
iona
l Ris
k (a
dd
ress
ing
Bas
el II
req
uire
men
ts f
or O
per
atio
nal R
isk
man
age-
men
t).
Pro
duc
t R
oad
map
(200
8):
- Fi
nnO
ne C
usto
mer
Acq
uisi
tion
Sys
tem
(CA
S):
Com
mitt
ee A
pp
rova
l in
CA
S-S
ME
, Q
uote
Man
agem
ent,
Val
ue A
dd
ed P
rod
ucts
- Fi
nnO
ne L
oans
Man
agem
ent
Sys
tem
(LM
S):
Bill
Dis
coun
ting,
Op
erat
ing
Leas
e &
VAT
han
dlin
g-
Finn
One
Col
lect
ions
: W
orkf
low
bas
ed le
gal M
odul
e, R
ecov
ery
Man
agem
ent
Sys
tem
, Ti
me
Zon
e H
and
ling
Dev
elop
men
t p
hase
is m
ore
or le
ss c
omp
lete
d d
urin
g 20
02-2
005.
Cur
rent
ly w
e ar
e in
the
go
to m
arke
t p
hase
and
will
be
refin
ing
the
pro
duc
t b
ased
on
loca
lized
req
uire
men
ts s
uch
as
regu
latio
ns e
tc.
Furt
her
enha
ncem
ents
in t
erm
s of
the
bus
ines
s p
roce
ss p
latf
orm
for
ban
king
con
cern
ing
func
tiona
lity
(bas
ed o
n cu
stom
er r
equi
rem
ents
).
SY
MB
OLS
cor
e b
anki
ng n
ext
12 m
onth
s in
itiat
ives
: -
Isla
mic
Ban
king
ver
sion
of
SY
MB
OLS
cor
e b
anki
ng;
- X
ML
AP
I of
com
mon
ban
king
bus
ines
s lo
gic
for
del
iver
y ch
anne
ls,
bra
nch
fron
t-en
d s
olut
ion
and
co-
exis
tenc
e w
ith o
ther
lega
cy a
pp
lcia
tions
- M
ulti
pur
pos
e lin
es p
rod
ucts
ena
blin
g b
anks
to
conf
igur
e un
ique
cre
dit
lines
and
pro
duc
ts f
or e
ach
clie
nt,
SM
E a
nd C
orp
orat
es
- C
omm
on F
ee m
odul
e ac
ross
all
ban
king
cor
e b
anki
ng p
rod
ucts
and
ser
vice
offe
rings
- S
EPA
sup
por
t C
SM
Rel
ated
Enh
ance
men
ts:
SO
A b
ased
Com
pla
ince
Fra
mew
ork:
The
com
plia
nce
fram
ewor
k is
env
isag
ed t
o p
rovi
de
adhe
renc
e to
Reg
ulat
ory
and
Com
pla
ince
nor
ms
and
pro
vid
e R
isk
Man
agem
ent
in t
he B
anks
thr
ough
a s
et o
f p
olic
ies
and
pro
ced
ures
tha
t ca
n b
e d
efin
ed a
nd
man
aged
by
the
usin
g va
rious
con
trol
s lik
e C
riter
ia d
efin
ition
s, L
imits
man
agem
ent,
Col
late
ral m
anag
emen
t, R
ules
gov
erni
ng B
asel
acc
ord
s, S
OX
and
AM
L co
ntro
ls w
hich
will
be
orch
estr
ated
vi
a B
usin
ess
rule
s an
d p
roce
ss f
low
s. T
his
fram
ewor
k is
evi
sage
d t
o p
rovi
de
Rea
l-tim
e •
Mon
itorin
g an
d c
ontr
ol o
f R
isk
exp
osur
es w
ith r
esp
ect
to p
rod
ucts
, se
rvic
es,
tran
sact
ions
and
cus
tom
er
dem
ogra
phi
cs ü
Com
par
ison
, an
alys
is,
dec
isio
n-m
akin
g an
d p
reve
ntio
n or
initi
atio
n of
cor
rect
ive
bus
ines
s/op
erat
iona
l tra
nsac
tions
/ ac
tions
. E
nhan
cem
ents
to
Dep
osits
Man
agem
ent
syst
em
bas
ed o
n S
OA
sup
por
ting
in t
he a
reas
: •
Ove
rdra
ft m
anag
emen
t •
Che
que
pro
cess
ing
- in
war
d a
nd o
utw
ard
cle
arin
g Fo
r ea
ch o
f th
ese
dep
osit
pro
duc
ts B
anks
can
pro
vid
e fle
xib
le In
tere
st,
fee,
ta
x an
d s
ervi
ce c
harg
e co
mp
utat
ions
pla
ns •
Liq
uid
atio
n an
d u
nutil
ised
dep
osit
pro
cess
ing
Enh
ance
men
ts t
o P
aym
ents
Sys
tem
sup
por
ting:
Com
ple
te s
upp
ort
for
Dom
estic
pay
men
ts in
clud
ing
flexi
ble
pay
men
t fo
rmat
s •
Mas
s p
aym
ents
• D
irect
deb
it m
and
ates
• S
upp
ort
for
RTG
S,
AC
H,
Inte
rban
k cl
earin
g •
Que
uing
& R
epai
r fe
atur
es •
SW
IFT
Sup
por
t. A
ll of
the
ab
ove
feat
ures
will
le
vera
ge o
n th
e S
unga
rd S
yste
m A
cces
s’s
SO
A F
ram
ewor
k fo
r B
anki
ng a
nd t
he r
elat
ed f
und
amen
tal (
exis
ting)
bui
ldin
g b
lock
s lik
e U
nifie
d C
usto
mer
Insi
ght,
Cus
tom
er R
elat
ions
hip
Man
agem
ent
(CR
M),
Orig
inat
ion
Fram
ewor
k, P
ricin
g en
gine
. C
ard
Man
agem
ent
Rel
ated
Enh
ance
men
ts:
SO
A B
ased
Car
d C
ente
r (F
ront
-offi
ce):
Leve
ragi
ng o
n S
unga
rd S
yste
m A
cces
s’s
SO
A F
ram
ewor
k fo
r B
anki
ng a
nd it
s fu
ndam
enta
l bui
ldin
g b
lock
s, t
he f
ront
offi
ce f
eatu
res
of C
ard
Man
agem
ent
syst
em w
ill b
e re
def
ined
to
pro
vid
e va
rious
Car
d s
ervi
ces
to s
upp
ort
the
fron
t-of
fice
need
s. A
sin
gle
unifi
ed C
usto
mer
insi
ght
acro
ss b
anki
ng s
ervi
ces
and
Car
d s
ervi
ces
will
pro
vid
e d
ash
boa
rd f
eatu
res
to e
hnac
e th
e C
usto
mer
ser
vice
acr
oss
cont
act
cent
ers,
Rel
atio
nshi
p M
anag
ers,
elf-
serv
ice
chan
nels
and
Pro
duc
t M
anag
ers.
Car
d O
rigin
atio
n p
roce
sses
: C
ard
Org
inat
ion
pro
cess
es a
cros
s cu
stom
er o
n-b
oard
ing,
Ap
plic
atio
n p
roce
ssin
g an
d A
ccou
nt m
anag
emen
t w
ill b
e m
ade
avai
lab
le
usin
g th
e C
SM
(Cus
tom
er S
ervi
ce M
anag
er) O
rigin
atio
n fr
amew
ork.
Cas
h M
anag
emen
t cr
oss
bor
der
not
iona
l poo
ling
and
fin
anci
al s
upp
ly c
hain
man
agem
ent
- P
rod
uct
Bun
dlin
g an
d P
refe
rent
ial P
ricin
g -
Mob
ile B
anki
ng -
Mob
ile P
aym
ents
.
Som
e of
the
se in
itiat
ives
are
not
cur
rent
ly p
ublic
ly d
iscl
osed
and
we
cann
ot t
here
fore
dis
cuss
the
m h
ere.
Pub
lic o
nes
incl
ude
Str
uctu
red
Pro
duc
ts M
anuf
actu
red
Fur
ther
CR
M e
nhan
cem
ents
.
Glo
bal
Pro
cess
ing
- S
OA
- E
nter
pris
e C
usto
mer
Info
rmat
ion
Man
agem
ent.
Cas
h M
anag
emen
t: -
Fin
anci
al m
essa
ging
sup
por
t en
hanc
emen
ts s
uch
as X
ML-
Sw
ift m
essa
ges
bas
ed o
n th
e IS
O20
022
stan
dar
d in
itiat
ive
to e
stab
lish
a U
nive
rsal
Fin
anci
al In
dus
try
mes
sage
sc
hem
e (U
NIF
I); -
New
sol
utio
ns o
n p
latf
orm
: C
ash
fore
cast
ing
and
fin
anci
al s
upp
ly c
hain
; -
Pro
duc
t co
mp
oser
for
bus
ines
s us
ers
on o
ur M
ulti-
Cha
nnel
Pla
tfor
m (w
eb-b
ased
); -
Mor
e fle
xib
le a
nd
conf
igur
able
eve
nt e
ngin
e; -
Pos
sib
ly d
eplo
ymen
t su
pp
ort
for
Ora
cle.
Rel
ease
6.4
.1 w
ill b
e re
leas
ed in
Jan
uary
200
8. N
ew a
nd e
nhan
ced
fun
ctio
nalit
y ar
e: -
Non
-Ap
pro
val p
latf
orm
(for
fai
led
tra
nsac
tions
and
man
ual a
ccep
tanc
e of
cer
tain
tra
nsac
tions
); -
Ad
diti
onal
S
wift
mes
sage
s (X
ML
form
at);
- B
ulk
chan
ges;
- R
etro
spec
tive
chan
ges;
- R
etro
spec
tive
pro
cess
ing;
- P
rices
up
to
18 d
igits
; -
2 or
3 d
ecim
als
dep
end
ing
on c
urre
ncy;
- C
ash
Man
agem
ent
imp
rove
men
ts.
Rel
ease
s af
ter
Janu
ary
2008
hav
e no
t b
een
pla
nned
in d
etai
l yet
. S
ome
of t
he f
unct
iona
lity
curr
ently
bei
ng c
onsi
der
ed:
- E
xten
sive
fra
mew
ork
for
verif
icat
ion
of d
ata;
- P
ossi
bili
ties
for
2nd
aut
hor-
izat
ion;
- M
ultip
le b
ase
rate
s p
er p
rod
uct;
- M
aint
enan
ce o
f ge
nera
l ser
vice
s; -
Cal
cula
tion
of c
osts
bas
ed o
n b
ound
arie
s.
SE
PA D
irect
Deb
it -
flat
rate
with
hold
ing
tax
(Ab
geltu
ngss
teue
r) -
pre
-fin
anci
ng f
or r
etai
lers
(Hän
dle
rein
kauf
sfin
anzi
erun
g) -
dis
clos
ure
in r
elat
ions
hop
to
the
‘Sol
vab
ilitä
tsve
rord
nung
’ -
cont
rolli
ng
of in
tere
sts
(dur
atio
n, r
ates
) of
the
asse
t le
dge
r -
inte
grat
ion
mor
tgag
e st
ock
regi
ster
.
��
� Financial�Services the�way�we�see�it
Region Country Name E-mail address
America Manjot Sohi [email protected] Karen Kenney [email protected] China [email protected] India Ramakrishna Pulapaka [email protected] Other [email protected] Christopher Bennet [email protected] (Central) Austria Michael Bomer [email protected] Germany Sebastian Ostrowicz [email protected] Switzerland Boris Hohl [email protected] (East) Czech Republic Patrik Horny [email protected] Poland Wlodzimierz Golebiowski [email protected] Other Michael Bomer [email protected] (North) Norway Bjorn Miljeteig-Olssen [email protected] Sweden Roger Gullqvist [email protected] Other Roger Gullqvist [email protected] (South) France Christophe Peltier [email protected] Portugal Fernando Maia [email protected] Italy Livio Palomba [email protected] Spain Julián Basurto Barbosa [email protected] (West) Belgium Marc Jean Nootens [email protected] Netherlands Gert Jan van Dorsten [email protected] UK/Ireland Francis Hellawell [email protected]/Global [email protected]
Appendix: Capgemini contacts ��
Appendix 2: Capgemini contacts
Under non disclosUre throU
www.capgemini.com
Capgemini Nederland B.V.Papendorpseweg 100P.O. Box 2575 – 3500 GN UtrechtTel. +31 (0)30 689 00 00Fax +31 (0)30 689 99 99
Core Banking Systems Survey
Survey results 2008
Financial Services the way we see it
Ure throUgh March 25th 2008
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