Author Archives: George Colwell

Renovating Your Way to Your Core Banking Transformation

When considering core banking transformation most banks start with a blank slate and work on the development of an aspirational core end state vision. Usually this vision includes the selection of a strategic core banking solution. The aspirational end state is normally intended to move the bank to a single platform, standardize master data through… Continue Reading

Visualization – Transforming Core Banking Process Design

Starting with the end in mind. Easier said than done when considering a Core Banking Transformation (or any transformation for that matter). Sure there are high level goals set and generic statements made related to the desired outcome but normally there is no clear vision of what the transformed processes and systems will look or… Continue Reading

Replacing “the Legacy” with “a Legacy”

I think a lot about the preparing banks for successful transformations. Normally these transformations revolve around the replacement of some or all of the bank’s existing systems; “the Legacy” systems. Often the focus of transformation programs is on a specific timeline, a specific business case, specific software, and a specific budget. Bank’s are quick to… Continue Reading

Building the Transformation Team – A Lesson in Patience

I have always believed that the majority of challenges that are faced on any banking transformation are always human capital related. Challenges arise, remain unresolved, or are resolved too slow, due to the selection of the wrong resource for a particular position, lack of adequate training, wrong training, mistiming of training, lack of proper direction for resources, or lack of motivation for resources. Continue Reading

It’s going to be risky, get over it!

There is risk inherent in every project. Bank transformation is no different and, when all things are considered, it could probably be considered a little more risky than your run of the mill enterprise project. Banks by nature are risk adverse. They have whole departments dedicated to the management of risk within their enterprise. Algorithms… Continue Reading

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