Category Archives: Program delivery

The As-Is Security Blanket

Core banking replacements usually can’t support a business case on their own. There tends to be significant process improvements included in all business cases in  support of the core banking replacement. This turns a core banking replacement into a core banking transformation. What is a transformational process? In my opinion a transformational process is any… Continue Reading

Core banking architecture sprints

For core banking transformation and other programs there are many points where clarity of design becomes a critical success factor: Mapping the current state architecture to the future state and aligning this future state to support the business vision Defining the architecture to a suitable level that allows for reasonable estimation precision Identifying the key… Continue Reading

Differentiation – it’s the process stupid!

Banks, unlike most other industries, cannot differentiate themselves purely by product offerings. In 1997 the Virgin One Account was introduced providing a revolutionary way of combing personal saving and loans into one account providing an accelerated way to payback debt while reducing a clients’ overall interest payments. By the early 2000’s the Virgin One Account… Continue Reading

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

Reasons for (and against) end to end core banking transformation

Should you completely transform you core banking platform?  Should you leave your legacy systems intact and build new user interfaces and integration layers on top of them?  Is doing nothing a good strategy? Perhaps.  I think all of these approaches can be valid depending on the context and the strategy of the organization. Either way,… Continue Reading

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