Open banking Architecture

Architectural longevity (the changes in technology and fortune that the platform will undergo during the next three to five years)•Availability of skills (from lower cost of ownership as well as lower inertia point of view)•Level of integration required (the amount of system integration work the customer is required to do)
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Open banking ArchitectureOpen Banking Architecture Mayank Mishra Principal Banking Architect Oracle Asia PacificCopyright (c) Oracle Corporation 2006. All rights reserved. 2Emerging Banking Trends New Areas of Opportunities Copyright (c) Oracle Corporation 2006. All rights reserved. 3IT Reality - Without an Architecture !Integration problems -> in-flexibility, high cost, high risk Customer General Data Information Ledger Warehouse System Current & Fragmented Applications Consumer Savings & Data Corporate Banking Banking Fragmented Accounts Business Processes, Visibility Fragmented Security and Management Complex, unmanageable environment Trade Treasury Private Insurance Unscalable, Costly environment finance Banking ATM Internet Branch network Call centre Network Banking Copyright (c) Oracle Corporation 2006. All rights reserved. 4Framework for Customer Service Delivery Banking Eco System – Leveraging all ue even ion R at r Partner Gene Co ana Partner M Customers Customers st geBanks & Agencies Banks & Agencies S Custo atisfac er me nt m tion Collaboration Ma rform Pe na Sales Unit Ef Pro gem anc En fic ce ric ien ss en e Service Unit hm cy t en & Bank’s t iance Bank’s Compl Product Product Readin ess Regulators Regulators Business Unit Business Unit Copyright (c) Oracle Corporation 2006. All rights reserved. 5Agenda – Banking Architecture • Business Demands & Trends • Architecture Approach • Ideal Banking Architecture Copyright (c) Oracle Corporation 2006. All rights reserved. 6Purpose of an architecture To allow IT strategy to align with the business strategy Regulators IAS, Capital Administration demanding Channel Adequacy and training greater optimisation and requirements costs; closing transparency profitability being adopted in the strategy- and accuracy analysis varying degrees execution gap Corporate Customer Risk Human Governance Management Management Capital Optimize Control and Customer focus while reducing the Cost and Complexity Maintenance costs; time to market, new products; multi-channel integration Core Systems Optimisation Copyright (c) Oracle Corporation 2006. All rights reserved. 7Key objectives from IT Investments!! Getting value from IT Copyright (c) Oracle Corporation 2006. All rights reserved. 8 Architecture Selection Criteria Future Proof your Inv ...