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La transformation digitale
et le secteur des services financier
Février 2016
Rodolphe Lezennec
Client Technical Advisor – Banking
Rodolphe.lezennec@ma.ibm.com
© 2016 International Business Machines Corporation 2
Transformation Digitale
System of Engagement
System of Insight
Intégration
© 2016 International Business Machines Corporation 3
Transformation Digitale
System of Engagement
System of Insight
Intégration
© 2016 International Business Machines Corporation 4
Individuals are more connected and empowered
§  Increased consumer expectations
§  Different ways to engage digitally
§  Expanded information transparency
Operations and business models are being
transformed
§  Redefined consumer value
§  Integration across digital with physical
§  Concerns around risk, security, compliance and privacy
Competition is coming from new and different areas
§  New competitors from different industries
§  Changes in value migration; new winners and losers
§  New types of collaboration
Business
Challenges
Business
Challenges
Business
Challenges
Mobile
revolution
Social media
explosion
Cloud
Enablement
Power of
analytics
Forces
Source: 2011 IBM Digital Transformation Study, IBV Analysis
La transformation digitale a un impact sur tous les niveaux de
l'entreprise et de la société. Créant ainsi une économie centrée
sur l'individu
© 2016 International Business Machines Corporation 5
Today Future
Mobile wallet turns
dollars digital
Integrate internal /
external data sources
Miniaturization of mobile
devices, from palm-sized
to wearable
Boundary-less
computing
Big data and predictive
analytics
Organizations subject to
instant critiques
User generated
content
Personalized
consumer service
Cross-platform
on-demand content
Location-based services
Collaborative buying
and revenue sharing
Subscription access to
enterprise applications
Power of Analytics
Cloud Enablement
Social media explosion
Mobile revolution
“Although [social,
mobile, analytics, and
cloud] are… disruptive
on their own;
together they are
revolutionizing
business and
society, disrupting old
business models and
creating new
leaders.”
– Gartner2
Source: [1] IDC Predictions 2013: Competing on the 3rd Platform,“ IDC, November 2012; [2] http://www.gartner.com/technology/research/nexus-of-forces/
98% of the growth
in IT spending between
2013 and 2020 will
comprise social,
mobile, analytics
and cloud
- IDC1
Il devient clair que l'impact des nouvelles technologies sera
encore plus profonde, conduisant à des innovations radicales.
5
© 2016 International Business Machines Corporation 6
Industries will
converge
Ecosystems will
emerge
§  As specific functions in
value chains are
contested, new
competitors will emerge
§  Functional specialists
from one industry will
begin competing in
specific value chain
functions of other
industries
§  This cannibalization of
value chain functions
across industries will
begin to drive industry
convergence
§ Functional specialization,
value chain
fragmentation and
industry convergence will
begin to support formation
of ecosystems or value
nets
§ Ecosystems will typically
cut across multiple
organizations, functions
and industries
§ Ecosystems will provide a
foundation for seamless
consumer experiences,
camouflaging functional
complexity
Value chains will
fragment
§  New technologies will
make value chains more
transparent and easier to
decompose
§  In the past, value chain
disruptions often involved
replacing substantial
sections of value chains
(e.g., replacing face-to-face
banking with direct banking)
§  Next generation value chain
disruption will involve
contesting specific
functions within value
chains
Margin
Consumer
experience
Marketing
and sales
Outbound
logistics
Design and
operations
Inbound
logistics
Consumer
experience
Marketing
and sales
Outbound
logistics
Inbound
logistics
Outbound
logistics
Operations
Specialist
Inbound
logistics
Outbound
logistics
Inbound
logistics
Healthcare
Distribution
Electronics
Retail Outbound
logistics
OperationsInbound
logistics
Marketing
and sales
Operations M
Operations
MConsumer
experience
Marketing
and sales
Marketing
and sales
M
M
Consumer
experience
Consumer
experience
De nouvelles technologies se combinent pour influer
radicalement les industries
6 15 février 2016
© 2016 International Business Machines Corporation 7
Et cela concerne également le secteur des services financiers!
© 2015 IBM Corporation |
Source : http://www3.weforum.org/docs/WEF_The_future__of_financial_services.pdf
© 2016 International Business Machines Corporation 8
Individual-
centered economy
Everyone-to-everyone
economy (E2E)
§  Consumers are
empowered,
§  Bi-directional
collaboration
§  Consumer insight
leveraged
customized brand
experiences
§ Collaboration and
connectedness is
fundamental to
realization of
consumer value
§ Multi-directional
communication
among organizations
and consumers
§ Consumers are an
intrinsic part of
organizations, with
transparency driving
trust and effectiveness
COLLABORATION	
…1950 2010
Organization-
centered economy
§  Producer-driven
consumption with
organizations facilitating
goods and services
§  Mono-directional
communication from
organizations to
consumers
§  Consumer demand
extrapolated
2030
Nous sommes dans une économie centrée sur l’individu
et ceci impose un changement complet d’état d’esprit …
8
…
© 2016 International Business Machines Corporation 9
Une stratégie digitale doit intégrer : l'expérience client et
l'excellence opérationnelle
Source: “The Digital Business Imperative”, March 2014, Forrester
© 2016 International Business Machines Corporation 10
Et cela implique de voir différemment son Système d’Information
Source: IBM Global Technology Outlook 2014
© 2016 International Business Machines Corporation 11Geoffrey Moore white paper: http://www.aiim.org/futurehistory
Systems of Record and Systems of Engagement
Innovate
how we engage, make decisions and work
Systems of Engagement
Add Business Value Quickly
Focus on Speed & Agility
(e.g., end user-facing apps
that support collaboration,
interaction, and engagement)
Knowledge Sharing
Engagement Models
Anywhere, Anytime
•  Assemble solutions from software components
•  Dev/Ops Process changes
Optimize
our IT infrastructure, data and processes
Systems of Record
Reduce cost & Minimize Risk
Focused on Operational Cost
(e.g., back-end applications that
that support enterprise
processes – CRM, ERP, HR)
Secure Data
Dynamic Infrastructure
On-demand Self-service
•  Consolidation (solutions & Infra)
•  Operations Automation (reduce skills &
risk)
The “Systems of Engagement describes a way that IT should
interact in a similar way like consumers and employees do.
(first introduced by Geoffrey Moore, 2010)
© 2016 International Business Machines Corporation 12
Systems of Record and Systems of Engagement
Two Speed IT – Le temps court et le temps long
Digital Enterprise
Scaling your institutional
knowledge and processes
Speed and agility to drive
innovation and growth
Fast Speed of IT Steady Speed of IT
© 2016 International Business Machines Corporation 13
Retail Banking – Reference Architecture
Process/Engines Domain
ManagementDomain
Information
Domain
Business
Domain
Integration Logic
User Domain Channel Domain
Enterprise Development Domain
Security
Operational Platforms
Service
Monitor
External
Adapters
External
Consumer
Process
Monitor
Event
Monitor
IVRMobile
Gatewy
Collabor
ation
System
Monitor
Application
Monitor
Presentation Services
Presentation
Components
ChannelOperations
PresentationAccessServer
Presentation
FlowEngine
WebDesktopMobile
containerRichClientDesktop
BUS
ElementaryServices
Composite
Services
Connectors
Transformations
Routing
Common
Technical
Services
Service
Registry
Process
Engine
Events
Engine
Rules
Engine
Engines
CoreApplications
Operational
DBServices
External
Services
Providers
Informational/
Analytical
Content
Management
ODS
Data
Mart
Big
Data
Master Data
DW
Acct Cust Prod
Predi
ctive
Process Integration
Self-Service
Channels
Internet
Mobile
ATM
Kiosk
IVR
Assisted
Channels
Branch
Contact
Center
Other Staff
Access
Partner
Access
Process
Modelling
Components/
Services
Design
GUI Design Rules
Design
Events
Design
© 2016 International Business Machines Corporation 14
Architecture de référence de la banque de détail
Process/Engines Domain
ManagementDomain
Information
Domain
Business
Domain
Integration Logic
User Domain Channel Domain
Enterprise Development Domain
Security
Operational Platforms
Service
Monitor
External
Adapters
External
Consumer
Process
Monitor
Event
Monitor
IVRMobile
Gatewy
Collabor
ation
System
Monitor
Application
Monitor
Presentation Services
Presentation
Components
ChannelOperations
PresentationAccessServer
Presentation
FlowEngine
WebDesktopMobile
containerRichClientDesktop
BUS
ElementaryServices
Composite
Services
Connectors
Transformations
Routing
Common
Technical
Services
Service
Registry
Process
Engine
Events
Engine
Rules
Engine
Engines
CoreApplications
Operational
DBServices
External
Services
Providers
Informational/
Analytical
Content
Management
ODS
Data
Mart
Big
Data
Master Data
DW
Acct Cust Prod
Predi
ctive
Process Integration
Self-Service
Channels
Internet
Mobile
ATM
Kiosk
IVR
Assisted
Channels
Branch
Contact
Center
Other Staff
Access
Partner
Access
Process
Modelling
Components/
Services
Design
GUI Design Rules
Design
Events
Design
© 2016 International Business Machines Corporation 15
Architecture de référence de la banque de détail
Vision macro
Real Time
Multichannel Domain
Information
Domain
Business
Domain
Information
Domain
Processes and
Integration Domain
Operational
Data Bases
Informational
Data Bases
(DW+ DM)
Core
Business
Logic
Business
Intelligence
Multichannel (Front End) Core (Back End)
Presentation
Logic
User Interface
Collaboration
Business
Processes
Integration
Logic
Other
Business
Logic
Enterprise
Content
Management
Data
Self-Service
Channels
Internet
Mobile
Kiosk
IVR
Assisted
Channels
Branch Office
Contact
Center
Other Staff
Access
Partner
Access
Rules Engines
© 2016 International Business Machines Corporation 16
Architecture de référence de la banque de détail
Impact de la Transformation Digitale
Real Time
Multichannel Domain
Information
Domain
Business
Domain
Information
Domain
Processes and
Integration Domain
Operational
Data Bases
Informational
Data Bases
(DW+ DM)
Core
Business
Logic
Business
Intelligence
Multichannel (Front End) Core (Back End)
Presentation
Logic
User Interface
Collaboration
Business
Processes
Integration
Logic
Other
Business
Logic
Enterprise
Content
Management
Data
Self-Service
Channels
Internet
Mobile
Kiosk
IVR
Assisted
Channels
Branch Office
Contact
Center
Other Staff
Access
Partner
Access
Rules Engines
Data	
Analy)cs	
Hyper		
integra,on	
Advanced	
Interac,on	
Support	
Communi,es	
Ecosystems	
IoT	
Real	Time	
Co-crea)on	
Logic
© 2016 International Business Machines Corporation 17
Business
Rules
Business
Processes
INTEGRATION	SYSTEMS	OF	ENGAGEMENT	
Real Time & Responsiveness
Advanced
Analytics
SYSTEMS	OF	RECORD	
Advanced
Interaction
Advanced
User
Experience
Advanced
Collaboration
Personalized
Customer
Context
Core
Business
Logic
Other
Business
Logic
Business
Events
Business
Integration
Logic
SYSTEMS	OF	INSIGHT	
Big Data
(At rest + In
motion)
Intelligent
Systems
Informational
Data
(DW+ DM)
Business
Intelligence
Operational
Data
Engagement
Data
Enterprise
Content
Management
Data
Business
Ecosystem
Support
Self-Service
Channels
Internet
Mobile
Kiosk
IVR
Assisted
Channels
Partner
Access
New channels
and sources of
information
Branch Office
Other Staff
Access
Contact
Center
Une nouvelle vision du SI
© 2016 International Business Machines Corporation 18
Transformation Digitale
System of Engagement
System of Insight
Intégration
© 2016 International Business Machines Corporation 19
Une adoption grandissante des Architectures Microservice
19
Enterprises are beginning to adopt microservice architectures for
both new application development and enterprise modernization
projects. Driven by the promises of:
•  Agility - Faster application evolution (SoE vs. SoR) as
demanded by new applications
•  Not just IT agility – business agility and innovation
•  Ability to react to disruptions
•  Availability - Better and more flexible availability models
UI Team
Middleware
DBAs
Architecture 3 Tiers Architecture Microservice
SYSTEMS	OF	ENGAGEMENT	
Advanced
Interaction
Advanced
User
Experience
Advanced
Collaboration
Personalized
Customer
Context
Business
Ecosystem
Support
© 2016 International Business Machines Corporation 20
Retour d’expérience sur son Adoption
20
Common scenario:
•  Experimental group trying out new technology and new approaches.
•  Microservices, APIs, organizational, processes…
•  New application(s) built using these principles
•  Effort to understand how to transform existing applications to the new
approaches
§  Processes
§  Change control, release
management, compliance, risk
management
Enterprise Issues
§  Integration – Data and Function
§  How to make existing function and data
available in a composable way to new
systems without giving up governance,
compliance, security
Traditional IT
New applications
1 Experiment
Transform
2
3
© 2016 International Business Machines Corporation 21
« Speed to Value » avec IBM Bluemix
Accélération de l’innovation
21
Reduces up-front risk
Delivers immediate value
Lowers end-to end
development costs
3x efficiency increase for
devs, 10x for operators
DevOps is practical in a complex, hybrid cloud, with drastically reduced middleware setup costs
© 2016 International Business Machines Corporation 22
Cas d’usage d’IBM Bluemix
Extend Existing Applications
-  Add multi-channel user experience for mobile,
social
-  Add new capabilities integrating other data/services
-  Integrate with other internal & external services
API Enable Applications
-  Create scalable API layer on top of existing services
-  Simplify how composite service capabilities are
exposed via APIs
Create New Applications (Mobile, Web, etc.)
-  Twelve-factor applications (http://12factor.net)
-  End-to-end DevOps
-  Securely Integrate with on-premises data & services
Backend Systems and!
Integration
API Creation & Management New Channels &!
Opportunities
© 2016 International Business Machines Corporation 23
IBM Bluemix – The Digital Innovation Platform
It’s about technology-enabled business speed to market and agility.
Consider a focus on the breadth of services, then the openness, then the underlying
infrastructure
© 2016 International Business Machines Corporation 24
Scénario de Démo
Portabilité des Containers et services DevOps
IBM Bluemix DevOps Services
Build Pipeline
IBM Container Service
on IBM Bluemix
Code stored on Github
Local Eclipse IDE
Local Docker
(optional)
© 2016 International Business Machines Corporation 25
Exemple client : réduction du time to market et amélioration de
l’expérience client
Using a combination of cloud delivered services, can
create “as a service” components to analyze data
from social media
IBM is helping Tangerine Bank, the leading digital
bank in Canada operate a device agnostic Mobile
Bank, allowing freedom of choice for their customers
The bank partnered with IBM to quickly develop, test
and deploy applications using IBM PureApplication
System, MobileFirst, Bluemix and API catalog
Bank was able to
§  Reduce development provisioning from days to
less than 30 minutes
§  Shorten development cycles from 6 weeks to 2
§  Deliver innovative customer service tools
1. Define development
environment
2. Add database service
3. Extract & feed social
media data into database
4. Add social
analytics service
5. Add Monitoring service
instance
6. Provision resources
and secure the service
We give our customers what they need and are
challenging the status quo
And we’re challenging the banking industry
through our innovation and technology
Peter Aceto, Chief Executive, Tangerine Bank
Iterate
PaaS: Rapid app
development
through
composable
services and APIs
Source: See speaker notes
SaaS: Enterprise-
grade business
apps to
accelerate
innovation
IaaS: Self-service
configurable IT
infrastructure
resources
© 2016 International Business Machines Corporation 26
Transformation Digitale
System of Engagement
System of Insight
Intégration
© 2016 International Business Machines Corporation 27
Une demande de plus en plus forte des métiers…
Business	Teams	want	
•  Open	access	to	more	informa,on	
•  More	powerful	analysis	and	visualiza,on	tools	
IT	Teams	are	
•  Concerned	about	cost.	
•  Concerned	about	governance	and	regulatory	requirements.
© 2016 International Business Machines Corporation 28
Le périmètre de l’Analytique s’élargit …
Applica)ons	 Data	
Warehouse	
PaGern	
Discovery	for	
Analy)cs	
Repor)ng	
Data	Marts	
Opera)onal	
Data	Store	
Data	flow	in	one	direc,on;	analy,cs	opera,ng	on	data	extracted	from	real-,me	opera,ons
© 2016 International Business Machines Corporation 29
SOA
Le périmètre de l’Analytique s’élargit …
Master	Data	
Management	
Hub	
Applica)ons	 Data	
Warehouse	
PaGern	
Discovery	for	
Analy)cs	
Repor)ng	
Data	Marts	
Opera)onal	
Data	Store	
Master	data	management	creates	a	synchroniza,on	point	for	
customer	iden,ty	and	key	demographic	informa,on.		SOA	
simplifies	distribu,on	of	data	between	opera,onal	systems.
© 2016 International Business Machines Corporation 30
SOA
Le périmètre de l’Analytique s’élargit …
Master	Data	
Management	
Hub	
Applica)ons	 Data	
Warehouse	
PaGern	
Discovery	for	
Analy)cs	
Repor)ng	
Data	Marts	
Non	structured	repository*?	
Opera)onal	
Data	Store	
	
*	Hadoop	provides	cheap	storage	and	processing	to	
increase	the	amount	of	data	–	and	the	type	of	data	that	can	
be	processed	in	a	cost-effec,ve	manner.	
	
Streaming	analy,cs	enables	high-speed	in	memory	analy,cs	
Customer	
Conversa,ons,	
Web,		
Social	Media,	
Log	files,	…	
Sensors	and	
real-,me	
events
© 2016 International Business Machines Corporation 31
SOA
Le périmètre de l’Analytique s’élargit …
Master	Data	
Management	
Hub	
Applica)ons	 Data	
Warehouse	
PaGern	
Discovery	for	
Analy)cs	
Hadoop	
Opera)onal	
Data	Store	
Adding	in	a	business	desire	for	real-,me	analy,cs,	self	service	data	and	increasing	regula,ons	
rela,ng	to	individual	privacy,	it	becomes	necessary	to	have	a	well-	defined,	managed	and	
governed	approach	to	informa,on	architecture.			We	call	this	the	data	Lake.	
SAND
BOXES
Analyze	
Values	
Search	
For	Data	
Repor)ng	
Streaming	
Analy)cs	
Data	Lake
© 2016 International Business Machines Corporation 32
Définition d’un Data Lake
IBM’s definition of a Data Lake is a group of repositories that are
managed, governed, protected, connected by metadata and provide
self service access.
Data Lake
Information Management and Governance Fabric
Data Lake Services
Data Lake Repositories
© 2016 International Business Machines Corporation 33
Data Lake is not = Data Warehouse !
•  Data Lake Retain All Data
–  When designing a Data Warehouse, we structure and transform data to fulfill a reporting
purpose and data that’s not needed today are not included. The Data Lake contains all data in
it’s original format, whether it’s needed today or might be needed in the future.
•  Data Lake Support All Data Types
–  Data Warehouse mainly contains structured data from transaction systems. Data Lake
contains this and non-traditional data sources as web logs, sensor data etc. in its raw format.
Only when we need data are they transformed.
•  Data Lake Support All Users
–  Data Warehouse in its structured format mainly supports Readers. Date Lake supports
Readers, Analysts (that needs to go back to the source data) and Data Scientists (that needs
to include new data sources in a more free format)
•  Data Lake Adapt Easily to Changes
–  Changes to a Data Warehouse is a time consuming process due to the complexity of structure
and load of data. Data Lake contains all data and allows the end-user to approach
unstructured data at their own pace.
•  Data Lake Provide Faster Insights
–  Data Warehouse is one of many data sources to Data Lake, leaving Readers to tap into the
structured approach and Data Scientist to dive into the full data lake in a govern approach –
the Data Lake
33
© 2016 International Business Machines Corporation 34
Data Lake - Architecture de référence
Line of Business
Applications
Informa,on	
Service	Calls	
Search	
Requests	
Report	
Requests	
Deploy	
Decision	
Models	
Data	
Access	
Data Lake
Deploy	
Real-,me	
Decision	
Models	
Data Lake
Operations
Cura,on	
Interac,on	
Management	
Data	
Access	
Data	
Deposit	
Data	
Deposit	
Data Scientist and
Monitor operations
Events	to		
Evaluate	
Informa,on	
Service	Calls	
Data	Out	
Data	In	
No,fica,ons	
Deploy	
Real-,me	
Decision	
Models	
Understand	
Informa,on	
Sources	
Understand	
Informa,on	
Sources	
Understand	
Compliance	
Report	
Compliance	
Adver,se	
Informa,on	
Source	
Governance, Risk and
Compliance Team
Data
Steward
Catalog
Interfaces
Informa,on	
Service	Calls	
Raw Data
Interaction
Enterprise
IT
Interaction
Consumers
of Insight
Simple, ad hoc
Discovery
and Analysis
Reporting
Analytical Insight
Applications
View-
based
Inter-
action
DataLakeRepositories
Information Integration & Governance
Enterprise IT
New Sources
Other Systems
Of InsightOther Data
Lakes
System of
Record
Applications
Enterprise
ServiceBus
Systems of
Engagement
Systems of
Automation
Structured and
traditional data
Unstructured and
Non traditional
data
© 2016 International Business Machines Corporation 35
Data Lake - Architecture de référence
Line of Business
Applications
Informa,on	
Service	Calls	
Search	
Requests	
Report	
Requests	
Deploy	
Decision	
Models	
Data	
Access	
Data Lake
Deploy	
Real-,me	
Decision	
Models	
Data Lake
Operations
Cura,on	
Interac,on	
Management	
Data	
Access	
Data	
Deposit	
Data	
Deposit	
Decision Model
Management
Events	to		
Evaluate	
Informa,on	
Service	Calls	
Data	Out	
Data	In	
No,fica,ons	
Deploy	
Real-,me	
Decision	
Models	
Understand	
Informa,on	
Sources	
Understand	
Informa,on	
Sources	
Understand	
Compliance	
Report	
Compliance	
Adver,se	
Informa,on	
Source	
Governance, Risk and
Compliance Team
Data
Steward
Catalog
Interfaces
Informa,on	
Service	Calls	
Raw Data
Interaction
Enterprise IT
Interaction
APIs
Data
Ingestion
Publishing
Feeds
Continuous
Analytics
STREAMING
ANALYTICS
Consumers
of Insight
Simple, ad hoc
Discovery
and Analysis
Reporting
Analytical Insight
Applications
Analytics Tools
View-based
Interaction
Secure
Access
SAND
BOXES
EVENT
CORRELATION
DataLakeRepositories
Descriptive
Data
INFORMATION
VIEWS
CATALOG
Context
Data
ASSET
HUB
ACTIVITY
HUB
CODE
HUB
CONTENT
HUB
Deposited
Data
Historical
Data
Harvested
Data
INFORMATION
WAREHOUSE
DEEP DATA
AUDIT
DATA
OPERATIONAL
HISTORY
SEARCH
INDEX
Information Integration & Governance
INFORMATION
BROKER
OPERATIONAL
GOVERNANCE
HUB
BROKER
CODE
HUB
WORKFLOW	STAGING	AREAS	 GUARDS	MONITOR	OFFLINE
ARCHIVE
LOG
DATA
Published
Data
DATA
MARTS
OBJECT
CACHE
EXPORT
AREA
Search	
Access	
Feedback	
Refine	
SAND
BOXES
Secure Access Secure Access
Enterprise IT
New Sources
Third Party Feeds
Third Party APIs
Internal Sources
Other Systems
Of InsightOther Data
Lakes
System of
Record
Applications
Enterprise
ServiceBus
Systems of
Engagement
Systems of
Automation
© 2016 International Business Machines Corporation 36
IBM Behavior Based Customer Insight For Banking (BBCI)
BBCI Use
Cases
§  Customer
Retention
§  Improving
Customer
Experience:
§  Overdraft
Alerts
§  Cashflow
pattern
detection
§  Cross-Sell and
Up-Sell
§  Targeted
Marketing
How
They
Spend
What
They
Buy
When
They
Spend
Where
They
Spend
Customer
Data
Payment
Data
Transacti
on
Data
Interactio
n
Data
External
Data
Generate
segments based
on behavior
Use insights to
drive what is
presented to clients
Predict future life
and financial
events
Predict likelihood
of financial
activities & churn
based on behavior
correlations
Benefits	
§  Improve	cross-sell	and	wallet	
share		
§  Reduce	aXri,on	
§  Generate	new	revenue	streams	
Financial and life event prediction to gain actionable insight from the data
(payments, transactions) banks have on their customers and data outside.
© 2016 International Business Machines Corporation 37
Exemple – Connaissance client
Credit/Debit trends
& future prediction
Customer
Behaviour
details
Insight on
Debits
Likehood of Overdraft
© 2016 International Business Machines Corporation 38
© 2015 IBM Corporation38
Link to the case study
http://
public.dhe.ibm.com/
common/ssi/ecm/en/
imc14573usen/
IMC14573USEN.PDF
Une grande banque italienne
exploite les données non
structurées des clients afin
d'améliorer leur fidélité
Need
•  Drive customer retention activities based
on behaviors instead of only transactions
•  Leverage branch teller notes, call center
notes and client emails to identify
changing client behaviors
•  Track social media sentiment analysis to
measure impact of targeted campaigns
Targeted Benefits
•  Reduce attrition from 6% to 3%
•  Optimize offers and cross sell to increase
average products per customer from 1.4
to 2.2
•  Improve client advocacy (NPS)
38
© 2016 International Business Machines Corporation 39
Transformation Digitale
System of Engagement
System of Insight
Intégration
© 2016 International Business Machines Corporation 40
La couche d'intégration doit évoluer pour faciliter les
échanges en temps réel entre le Système of Engagement
et le System of Record.
Systems of
Engagement
Systems of
Records
APIs
SOA
Services
Emulators
API
Management BPM
Business
Rules
Document
Management
End-to-end Integration
Une bonne pratique consiste à extraire les
processus métier et les règles métier du
System of Record et de les exposer sous
forme de service.
© 2016 International Business Machines Corporation 41
Technology
New
Customers
Behavior
New
Entrants
First
Movers
Regulatory
Internal
Forces
banking≠ banks
Positive Forces
Negative Forces
TheForces
Forces de l’écosystème bancaire
© 2016 International Business Machines Corporation 42
Banks Should be Banking on
APIs and Apps, Not
Applications
http://www.gartner.com/newsroom/id/2217415
42
Ce qu’en pense le Gartner …
API Deployment models that
accelerate digital banking
http://blogs.gartner.com/kristin_moyer/2014/03/05/api-
deployment-models-that-accelerate-digital-banking/
Banks are in a race to remain
relevant. Open banking provides
banking CxOs and line of business
leaders with a way to transform
what it means to be a bank.
http://blogs.gartner.com/kristin_moyer/2014/06/06/banks-
are-in-a-race-to-remain-relevant/
Digital Banking and the Role
of APIs, Apps and App Stores
http://blogs.gartner.com/kristin_moyer/2013/12/11/
digital-banking-and-the-role-of-apis-apps-and-app-
stores/
© 2016 International Business Machines Corporation 43
Vision de bout en bout
© 2016 International Business Machines Corporation 44
Déterminer le modèle de monétisation est crucial
§  Drives Adoptions of APIs
§  Typically low valued assets
§  Drive brand loyalty
§  Enter new channels
For Free
Facebook Login API
provides free
authentication for any
Web / mobile app
Example:
Developer Pays
§  Business Asset must be of
high value to the Developer
§  For example, marketing
analytics, news,
§  Capabilities such as credit
checks
Amazon EC2 Web
Services – APIs charge
per usage to launch and
manage virtual servers.
Example:
Developer Gets Paid
§  Provides incentive for
developer to leverage web
API
§  Ad placements
§  Percentage of revenue
sold product or services
Google AdSense APIs
pay developers who
include advertising
content into apps
Example:
Indirect
§  Use of API achieves some
goal that drives business
model.
§  E.g. Increase awareness
of specific content, or
offerings
eBay Trading APIs offer
developers access to
trading services
extending the reach of
listings and transactions
Example:
44
© 2016 International Business Machines Corporation 45
Exemple d’API pour la banque
Branch Locator / ATM Locator
Let customers search and find a
convenient ATM, Branch wherever they
happen to be.
Forex Exchange Rates
Let customers get to know about
your great offers on Forex
Deposit, Lending Rates,
Eligibility Calculators
Market your rates through Multiple
Channels
Reward Points Management
Onboard partners quickly easily
integrate in to your reward system
Digital Wallet Services
Make more money with your
Payment & Wallet APIs
Access to Account Data
Get paid when account data is
accessed
SWIFT Code, BIC Codes
Customers can know your SWIFT,
BIC Codes through any channel
Bill Presentment Services,
Corporate Banking Services
Allow Partners & Customers to easily
Integrate with your applications
© 2016 International Business Machines Corporation 46
IBM API Management - une solution « on-premise » unique et
complète pour concevoir, sécuriser, contrôler, publier, surveiller
et gérer les APIs
IBM API Management
Fully on-premise, multi-tenant solution,
for API providers
IBM DataPower
API Gateway for security, control, integration &
optimized access to a full range of Mobile, Web,
API, SOA, B2B & Cloud workloads
Over a decade of innovation, 10,000+ units sold,
2000+ customer installations worldwide
© 2016 International Business Machines Corporation 47
1
Create, assemble,
and define an API
2
34
Secure and
scale the API
Socialize by sharing
with developers
Manage and
analyze growth
IBM API Management – Fonctionnalités clés
© 2016 International Business Machines Corporation 48
Enterprise API Management for all of your Bluemix APIs
Value: Secure, Control, Publish, Analyze and Manage your APIs. Discover APIs from
on premise sources.
2
Key Capabilities:
•  Manage your APIs– Manage your Bluemix
APIs to allow secure, governed and monitored
usage
•  API Discovery– Discover APIs from on prem
sources such as System Z and IBM Integration
Bus and publish them into Bluemix
•  Socialize- Invite partners to consume and
interact via the Developer Portal and publish
into their Bluemix orgs
What’s new?
•  A Bluemix service that seamlessly launches an
API Management experience to extend your
API reach
IBM API Management on Bluemix
© 2016 International Business Machines Corporation 49
Business Challenge
Solution Result
Types of APIs Example Apps
•  Create an “easy to do business with” environment for partners
•  Establish a secure digital wallet for online purchases so personal
financial data is not transmitted on the internet.
•  Provide a 360°view of the end user for member banks
•  Implement an API Management
solution that provides:
1.  An easy to use developer portal
2.  Rapid assembly of new Restful
APIs for online merchants
3.  Extensive real-time analytics
•  Coupon redemption
•  Payment options
•  Partner Loyalty Programs
•  Account status
•  Improved relationships with
members and partners
•  Increased transaction volumes and
revenue generation
•  Gained real-time views of buying
behavior and accelerated the timing
of new, targeted offers to buyers
•  Groupon: Daily Merchant coupons to help drive new customers
•  PayPal: Account linkage to banks, credit and debit cards
•  Tripit Point Tracker: aggregates points from various travel industry merchants.
Financial Services: Leading Payments Processor
© 2016 International Business Machines Corporation 50
Conclusion
© 2016 International Business Machines Corporation 51
Pour plus d’information
•  http://www-935.ibm.com/services/us/gbs/thoughtleadership/bankingredefined/
•  http://www.ibm.com/cloud-computing/bluemix/
•  http://www-935.ibm.com/services/us/gbs/thoughtleadership/ibv-digital-
transformation.html

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IBM - Transformation digitale et le SI des banques

  • 1. La transformation digitale et le secteur des services financier Février 2016 Rodolphe Lezennec Client Technical Advisor – Banking Rodolphe.lezennec@ma.ibm.com
  • 2. © 2016 International Business Machines Corporation 2 Transformation Digitale System of Engagement System of Insight Intégration
  • 3. © 2016 International Business Machines Corporation 3 Transformation Digitale System of Engagement System of Insight Intégration
  • 4. © 2016 International Business Machines Corporation 4 Individuals are more connected and empowered §  Increased consumer expectations §  Different ways to engage digitally §  Expanded information transparency Operations and business models are being transformed §  Redefined consumer value §  Integration across digital with physical §  Concerns around risk, security, compliance and privacy Competition is coming from new and different areas §  New competitors from different industries §  Changes in value migration; new winners and losers §  New types of collaboration Business Challenges Business Challenges Business Challenges Mobile revolution Social media explosion Cloud Enablement Power of analytics Forces Source: 2011 IBM Digital Transformation Study, IBV Analysis La transformation digitale a un impact sur tous les niveaux de l'entreprise et de la société. Créant ainsi une économie centrée sur l'individu
  • 5. © 2016 International Business Machines Corporation 5 Today Future Mobile wallet turns dollars digital Integrate internal / external data sources Miniaturization of mobile devices, from palm-sized to wearable Boundary-less computing Big data and predictive analytics Organizations subject to instant critiques User generated content Personalized consumer service Cross-platform on-demand content Location-based services Collaborative buying and revenue sharing Subscription access to enterprise applications Power of Analytics Cloud Enablement Social media explosion Mobile revolution “Although [social, mobile, analytics, and cloud] are… disruptive on their own; together they are revolutionizing business and society, disrupting old business models and creating new leaders.” – Gartner2 Source: [1] IDC Predictions 2013: Competing on the 3rd Platform,“ IDC, November 2012; [2] http://www.gartner.com/technology/research/nexus-of-forces/ 98% of the growth in IT spending between 2013 and 2020 will comprise social, mobile, analytics and cloud - IDC1 Il devient clair que l'impact des nouvelles technologies sera encore plus profonde, conduisant à des innovations radicales. 5
  • 6. © 2016 International Business Machines Corporation 6 Industries will converge Ecosystems will emerge §  As specific functions in value chains are contested, new competitors will emerge §  Functional specialists from one industry will begin competing in specific value chain functions of other industries §  This cannibalization of value chain functions across industries will begin to drive industry convergence § Functional specialization, value chain fragmentation and industry convergence will begin to support formation of ecosystems or value nets § Ecosystems will typically cut across multiple organizations, functions and industries § Ecosystems will provide a foundation for seamless consumer experiences, camouflaging functional complexity Value chains will fragment §  New technologies will make value chains more transparent and easier to decompose §  In the past, value chain disruptions often involved replacing substantial sections of value chains (e.g., replacing face-to-face banking with direct banking) §  Next generation value chain disruption will involve contesting specific functions within value chains Margin Consumer experience Marketing and sales Outbound logistics Design and operations Inbound logistics Consumer experience Marketing and sales Outbound logistics Inbound logistics Outbound logistics Operations Specialist Inbound logistics Outbound logistics Inbound logistics Healthcare Distribution Electronics Retail Outbound logistics OperationsInbound logistics Marketing and sales Operations M Operations MConsumer experience Marketing and sales Marketing and sales M M Consumer experience Consumer experience De nouvelles technologies se combinent pour influer radicalement les industries 6 15 février 2016
  • 7. © 2016 International Business Machines Corporation 7 Et cela concerne également le secteur des services financiers! © 2015 IBM Corporation | Source : http://www3.weforum.org/docs/WEF_The_future__of_financial_services.pdf
  • 8. © 2016 International Business Machines Corporation 8 Individual- centered economy Everyone-to-everyone economy (E2E) §  Consumers are empowered, §  Bi-directional collaboration §  Consumer insight leveraged customized brand experiences § Collaboration and connectedness is fundamental to realization of consumer value § Multi-directional communication among organizations and consumers § Consumers are an intrinsic part of organizations, with transparency driving trust and effectiveness COLLABORATION …1950 2010 Organization- centered economy §  Producer-driven consumption with organizations facilitating goods and services §  Mono-directional communication from organizations to consumers §  Consumer demand extrapolated 2030 Nous sommes dans une économie centrée sur l’individu et ceci impose un changement complet d’état d’esprit … 8 …
  • 9. © 2016 International Business Machines Corporation 9 Une stratégie digitale doit intégrer : l'expérience client et l'excellence opérationnelle Source: “The Digital Business Imperative”, March 2014, Forrester
  • 10. © 2016 International Business Machines Corporation 10 Et cela implique de voir différemment son Système d’Information Source: IBM Global Technology Outlook 2014
  • 11. © 2016 International Business Machines Corporation 11Geoffrey Moore white paper: http://www.aiim.org/futurehistory Systems of Record and Systems of Engagement Innovate how we engage, make decisions and work Systems of Engagement Add Business Value Quickly Focus on Speed & Agility (e.g., end user-facing apps that support collaboration, interaction, and engagement) Knowledge Sharing Engagement Models Anywhere, Anytime •  Assemble solutions from software components •  Dev/Ops Process changes Optimize our IT infrastructure, data and processes Systems of Record Reduce cost & Minimize Risk Focused on Operational Cost (e.g., back-end applications that that support enterprise processes – CRM, ERP, HR) Secure Data Dynamic Infrastructure On-demand Self-service •  Consolidation (solutions & Infra) •  Operations Automation (reduce skills & risk) The “Systems of Engagement describes a way that IT should interact in a similar way like consumers and employees do. (first introduced by Geoffrey Moore, 2010)
  • 12. © 2016 International Business Machines Corporation 12 Systems of Record and Systems of Engagement Two Speed IT – Le temps court et le temps long Digital Enterprise Scaling your institutional knowledge and processes Speed and agility to drive innovation and growth Fast Speed of IT Steady Speed of IT
  • 13. © 2016 International Business Machines Corporation 13 Retail Banking – Reference Architecture Process/Engines Domain ManagementDomain Information Domain Business Domain Integration Logic User Domain Channel Domain Enterprise Development Domain Security Operational Platforms Service Monitor External Adapters External Consumer Process Monitor Event Monitor IVRMobile Gatewy Collabor ation System Monitor Application Monitor Presentation Services Presentation Components ChannelOperations PresentationAccessServer Presentation FlowEngine WebDesktopMobile containerRichClientDesktop BUS ElementaryServices Composite Services Connectors Transformations Routing Common Technical Services Service Registry Process Engine Events Engine Rules Engine Engines CoreApplications Operational DBServices External Services Providers Informational/ Analytical Content Management ODS Data Mart Big Data Master Data DW Acct Cust Prod Predi ctive Process Integration Self-Service Channels Internet Mobile ATM Kiosk IVR Assisted Channels Branch Contact Center Other Staff Access Partner Access Process Modelling Components/ Services Design GUI Design Rules Design Events Design
  • 14. © 2016 International Business Machines Corporation 14 Architecture de référence de la banque de détail Process/Engines Domain ManagementDomain Information Domain Business Domain Integration Logic User Domain Channel Domain Enterprise Development Domain Security Operational Platforms Service Monitor External Adapters External Consumer Process Monitor Event Monitor IVRMobile Gatewy Collabor ation System Monitor Application Monitor Presentation Services Presentation Components ChannelOperations PresentationAccessServer Presentation FlowEngine WebDesktopMobile containerRichClientDesktop BUS ElementaryServices Composite Services Connectors Transformations Routing Common Technical Services Service Registry Process Engine Events Engine Rules Engine Engines CoreApplications Operational DBServices External Services Providers Informational/ Analytical Content Management ODS Data Mart Big Data Master Data DW Acct Cust Prod Predi ctive Process Integration Self-Service Channels Internet Mobile ATM Kiosk IVR Assisted Channels Branch Contact Center Other Staff Access Partner Access Process Modelling Components/ Services Design GUI Design Rules Design Events Design
  • 15. © 2016 International Business Machines Corporation 15 Architecture de référence de la banque de détail Vision macro Real Time Multichannel Domain Information Domain Business Domain Information Domain Processes and Integration Domain Operational Data Bases Informational Data Bases (DW+ DM) Core Business Logic Business Intelligence Multichannel (Front End) Core (Back End) Presentation Logic User Interface Collaboration Business Processes Integration Logic Other Business Logic Enterprise Content Management Data Self-Service Channels Internet Mobile Kiosk IVR Assisted Channels Branch Office Contact Center Other Staff Access Partner Access Rules Engines
  • 16. © 2016 International Business Machines Corporation 16 Architecture de référence de la banque de détail Impact de la Transformation Digitale Real Time Multichannel Domain Information Domain Business Domain Information Domain Processes and Integration Domain Operational Data Bases Informational Data Bases (DW+ DM) Core Business Logic Business Intelligence Multichannel (Front End) Core (Back End) Presentation Logic User Interface Collaboration Business Processes Integration Logic Other Business Logic Enterprise Content Management Data Self-Service Channels Internet Mobile Kiosk IVR Assisted Channels Branch Office Contact Center Other Staff Access Partner Access Rules Engines Data Analy)cs Hyper integra,on Advanced Interac,on Support Communi,es Ecosystems IoT Real Time Co-crea)on Logic
  • 17. © 2016 International Business Machines Corporation 17 Business Rules Business Processes INTEGRATION SYSTEMS OF ENGAGEMENT Real Time & Responsiveness Advanced Analytics SYSTEMS OF RECORD Advanced Interaction Advanced User Experience Advanced Collaboration Personalized Customer Context Core Business Logic Other Business Logic Business Events Business Integration Logic SYSTEMS OF INSIGHT Big Data (At rest + In motion) Intelligent Systems Informational Data (DW+ DM) Business Intelligence Operational Data Engagement Data Enterprise Content Management Data Business Ecosystem Support Self-Service Channels Internet Mobile Kiosk IVR Assisted Channels Partner Access New channels and sources of information Branch Office Other Staff Access Contact Center Une nouvelle vision du SI
  • 18. © 2016 International Business Machines Corporation 18 Transformation Digitale System of Engagement System of Insight Intégration
  • 19. © 2016 International Business Machines Corporation 19 Une adoption grandissante des Architectures Microservice 19 Enterprises are beginning to adopt microservice architectures for both new application development and enterprise modernization projects. Driven by the promises of: •  Agility - Faster application evolution (SoE vs. SoR) as demanded by new applications •  Not just IT agility – business agility and innovation •  Ability to react to disruptions •  Availability - Better and more flexible availability models UI Team Middleware DBAs Architecture 3 Tiers Architecture Microservice SYSTEMS OF ENGAGEMENT Advanced Interaction Advanced User Experience Advanced Collaboration Personalized Customer Context Business Ecosystem Support
  • 20. © 2016 International Business Machines Corporation 20 Retour d’expérience sur son Adoption 20 Common scenario: •  Experimental group trying out new technology and new approaches. •  Microservices, APIs, organizational, processes… •  New application(s) built using these principles •  Effort to understand how to transform existing applications to the new approaches §  Processes §  Change control, release management, compliance, risk management Enterprise Issues §  Integration – Data and Function §  How to make existing function and data available in a composable way to new systems without giving up governance, compliance, security Traditional IT New applications 1 Experiment Transform 2 3
  • 21. © 2016 International Business Machines Corporation 21 « Speed to Value » avec IBM Bluemix Accélération de l’innovation 21 Reduces up-front risk Delivers immediate value Lowers end-to end development costs 3x efficiency increase for devs, 10x for operators DevOps is practical in a complex, hybrid cloud, with drastically reduced middleware setup costs
  • 22. © 2016 International Business Machines Corporation 22 Cas d’usage d’IBM Bluemix Extend Existing Applications -  Add multi-channel user experience for mobile, social -  Add new capabilities integrating other data/services -  Integrate with other internal & external services API Enable Applications -  Create scalable API layer on top of existing services -  Simplify how composite service capabilities are exposed via APIs Create New Applications (Mobile, Web, etc.) -  Twelve-factor applications (http://12factor.net) -  End-to-end DevOps -  Securely Integrate with on-premises data & services Backend Systems and! Integration API Creation & Management New Channels &! Opportunities
  • 23. © 2016 International Business Machines Corporation 23 IBM Bluemix – The Digital Innovation Platform It’s about technology-enabled business speed to market and agility. Consider a focus on the breadth of services, then the openness, then the underlying infrastructure
  • 24. © 2016 International Business Machines Corporation 24 Scénario de Démo Portabilité des Containers et services DevOps IBM Bluemix DevOps Services Build Pipeline IBM Container Service on IBM Bluemix Code stored on Github Local Eclipse IDE Local Docker (optional)
  • 25. © 2016 International Business Machines Corporation 25 Exemple client : réduction du time to market et amélioration de l’expérience client Using a combination of cloud delivered services, can create “as a service” components to analyze data from social media IBM is helping Tangerine Bank, the leading digital bank in Canada operate a device agnostic Mobile Bank, allowing freedom of choice for their customers The bank partnered with IBM to quickly develop, test and deploy applications using IBM PureApplication System, MobileFirst, Bluemix and API catalog Bank was able to §  Reduce development provisioning from days to less than 30 minutes §  Shorten development cycles from 6 weeks to 2 §  Deliver innovative customer service tools 1. Define development environment 2. Add database service 3. Extract & feed social media data into database 4. Add social analytics service 5. Add Monitoring service instance 6. Provision resources and secure the service We give our customers what they need and are challenging the status quo And we’re challenging the banking industry through our innovation and technology Peter Aceto, Chief Executive, Tangerine Bank Iterate PaaS: Rapid app development through composable services and APIs Source: See speaker notes SaaS: Enterprise- grade business apps to accelerate innovation IaaS: Self-service configurable IT infrastructure resources
  • 26. © 2016 International Business Machines Corporation 26 Transformation Digitale System of Engagement System of Insight Intégration
  • 27. © 2016 International Business Machines Corporation 27 Une demande de plus en plus forte des métiers… Business Teams want •  Open access to more informa,on •  More powerful analysis and visualiza,on tools IT Teams are •  Concerned about cost. •  Concerned about governance and regulatory requirements.
  • 28. © 2016 International Business Machines Corporation 28 Le périmètre de l’Analytique s’élargit … Applica)ons Data Warehouse PaGern Discovery for Analy)cs Repor)ng Data Marts Opera)onal Data Store Data flow in one direc,on; analy,cs opera,ng on data extracted from real-,me opera,ons
  • 29. © 2016 International Business Machines Corporation 29 SOA Le périmètre de l’Analytique s’élargit … Master Data Management Hub Applica)ons Data Warehouse PaGern Discovery for Analy)cs Repor)ng Data Marts Opera)onal Data Store Master data management creates a synchroniza,on point for customer iden,ty and key demographic informa,on. SOA simplifies distribu,on of data between opera,onal systems.
  • 30. © 2016 International Business Machines Corporation 30 SOA Le périmètre de l’Analytique s’élargit … Master Data Management Hub Applica)ons Data Warehouse PaGern Discovery for Analy)cs Repor)ng Data Marts Non structured repository*? Opera)onal Data Store * Hadoop provides cheap storage and processing to increase the amount of data – and the type of data that can be processed in a cost-effec,ve manner. Streaming analy,cs enables high-speed in memory analy,cs Customer Conversa,ons, Web, Social Media, Log files, … Sensors and real-,me events
  • 31. © 2016 International Business Machines Corporation 31 SOA Le périmètre de l’Analytique s’élargit … Master Data Management Hub Applica)ons Data Warehouse PaGern Discovery for Analy)cs Hadoop Opera)onal Data Store Adding in a business desire for real-,me analy,cs, self service data and increasing regula,ons rela,ng to individual privacy, it becomes necessary to have a well- defined, managed and governed approach to informa,on architecture. We call this the data Lake. SAND BOXES Analyze Values Search For Data Repor)ng Streaming Analy)cs Data Lake
  • 32. © 2016 International Business Machines Corporation 32 Définition d’un Data Lake IBM’s definition of a Data Lake is a group of repositories that are managed, governed, protected, connected by metadata and provide self service access. Data Lake Information Management and Governance Fabric Data Lake Services Data Lake Repositories
  • 33. © 2016 International Business Machines Corporation 33 Data Lake is not = Data Warehouse ! •  Data Lake Retain All Data –  When designing a Data Warehouse, we structure and transform data to fulfill a reporting purpose and data that’s not needed today are not included. The Data Lake contains all data in it’s original format, whether it’s needed today or might be needed in the future. •  Data Lake Support All Data Types –  Data Warehouse mainly contains structured data from transaction systems. Data Lake contains this and non-traditional data sources as web logs, sensor data etc. in its raw format. Only when we need data are they transformed. •  Data Lake Support All Users –  Data Warehouse in its structured format mainly supports Readers. Date Lake supports Readers, Analysts (that needs to go back to the source data) and Data Scientists (that needs to include new data sources in a more free format) •  Data Lake Adapt Easily to Changes –  Changes to a Data Warehouse is a time consuming process due to the complexity of structure and load of data. Data Lake contains all data and allows the end-user to approach unstructured data at their own pace. •  Data Lake Provide Faster Insights –  Data Warehouse is one of many data sources to Data Lake, leaving Readers to tap into the structured approach and Data Scientist to dive into the full data lake in a govern approach – the Data Lake 33
  • 34. © 2016 International Business Machines Corporation 34 Data Lake - Architecture de référence Line of Business Applications Informa,on Service Calls Search Requests Report Requests Deploy Decision Models Data Access Data Lake Deploy Real-,me Decision Models Data Lake Operations Cura,on Interac,on Management Data Access Data Deposit Data Deposit Data Scientist and Monitor operations Events to Evaluate Informa,on Service Calls Data Out Data In No,fica,ons Deploy Real-,me Decision Models Understand Informa,on Sources Understand Informa,on Sources Understand Compliance Report Compliance Adver,se Informa,on Source Governance, Risk and Compliance Team Data Steward Catalog Interfaces Informa,on Service Calls Raw Data Interaction Enterprise IT Interaction Consumers of Insight Simple, ad hoc Discovery and Analysis Reporting Analytical Insight Applications View- based Inter- action DataLakeRepositories Information Integration & Governance Enterprise IT New Sources Other Systems Of InsightOther Data Lakes System of Record Applications Enterprise ServiceBus Systems of Engagement Systems of Automation Structured and traditional data Unstructured and Non traditional data
  • 35. © 2016 International Business Machines Corporation 35 Data Lake - Architecture de référence Line of Business Applications Informa,on Service Calls Search Requests Report Requests Deploy Decision Models Data Access Data Lake Deploy Real-,me Decision Models Data Lake Operations Cura,on Interac,on Management Data Access Data Deposit Data Deposit Decision Model Management Events to Evaluate Informa,on Service Calls Data Out Data In No,fica,ons Deploy Real-,me Decision Models Understand Informa,on Sources Understand Informa,on Sources Understand Compliance Report Compliance Adver,se Informa,on Source Governance, Risk and Compliance Team Data Steward Catalog Interfaces Informa,on Service Calls Raw Data Interaction Enterprise IT Interaction APIs Data Ingestion Publishing Feeds Continuous Analytics STREAMING ANALYTICS Consumers of Insight Simple, ad hoc Discovery and Analysis Reporting Analytical Insight Applications Analytics Tools View-based Interaction Secure Access SAND BOXES EVENT CORRELATION DataLakeRepositories Descriptive Data INFORMATION VIEWS CATALOG Context Data ASSET HUB ACTIVITY HUB CODE HUB CONTENT HUB Deposited Data Historical Data Harvested Data INFORMATION WAREHOUSE DEEP DATA AUDIT DATA OPERATIONAL HISTORY SEARCH INDEX Information Integration & Governance INFORMATION BROKER OPERATIONAL GOVERNANCE HUB BROKER CODE HUB WORKFLOW STAGING AREAS GUARDS MONITOR OFFLINE ARCHIVE LOG DATA Published Data DATA MARTS OBJECT CACHE EXPORT AREA Search Access Feedback Refine SAND BOXES Secure Access Secure Access Enterprise IT New Sources Third Party Feeds Third Party APIs Internal Sources Other Systems Of InsightOther Data Lakes System of Record Applications Enterprise ServiceBus Systems of Engagement Systems of Automation
  • 36. © 2016 International Business Machines Corporation 36 IBM Behavior Based Customer Insight For Banking (BBCI) BBCI Use Cases §  Customer Retention §  Improving Customer Experience: §  Overdraft Alerts §  Cashflow pattern detection §  Cross-Sell and Up-Sell §  Targeted Marketing How They Spend What They Buy When They Spend Where They Spend Customer Data Payment Data Transacti on Data Interactio n Data External Data Generate segments based on behavior Use insights to drive what is presented to clients Predict future life and financial events Predict likelihood of financial activities & churn based on behavior correlations Benefits §  Improve cross-sell and wallet share §  Reduce aXri,on §  Generate new revenue streams Financial and life event prediction to gain actionable insight from the data (payments, transactions) banks have on their customers and data outside.
  • 37. © 2016 International Business Machines Corporation 37 Exemple – Connaissance client Credit/Debit trends & future prediction Customer Behaviour details Insight on Debits Likehood of Overdraft
  • 38. © 2016 International Business Machines Corporation 38 © 2015 IBM Corporation38 Link to the case study http:// public.dhe.ibm.com/ common/ssi/ecm/en/ imc14573usen/ IMC14573USEN.PDF Une grande banque italienne exploite les données non structurées des clients afin d'améliorer leur fidélité Need •  Drive customer retention activities based on behaviors instead of only transactions •  Leverage branch teller notes, call center notes and client emails to identify changing client behaviors •  Track social media sentiment analysis to measure impact of targeted campaigns Targeted Benefits •  Reduce attrition from 6% to 3% •  Optimize offers and cross sell to increase average products per customer from 1.4 to 2.2 •  Improve client advocacy (NPS) 38
  • 39. © 2016 International Business Machines Corporation 39 Transformation Digitale System of Engagement System of Insight Intégration
  • 40. © 2016 International Business Machines Corporation 40 La couche d'intégration doit évoluer pour faciliter les échanges en temps réel entre le Système of Engagement et le System of Record. Systems of Engagement Systems of Records APIs SOA Services Emulators API Management BPM Business Rules Document Management End-to-end Integration Une bonne pratique consiste à extraire les processus métier et les règles métier du System of Record et de les exposer sous forme de service.
  • 41. © 2016 International Business Machines Corporation 41 Technology New Customers Behavior New Entrants First Movers Regulatory Internal Forces banking≠ banks Positive Forces Negative Forces TheForces Forces de l’écosystème bancaire
  • 42. © 2016 International Business Machines Corporation 42 Banks Should be Banking on APIs and Apps, Not Applications http://www.gartner.com/newsroom/id/2217415 42 Ce qu’en pense le Gartner … API Deployment models that accelerate digital banking http://blogs.gartner.com/kristin_moyer/2014/03/05/api- deployment-models-that-accelerate-digital-banking/ Banks are in a race to remain relevant. Open banking provides banking CxOs and line of business leaders with a way to transform what it means to be a bank. http://blogs.gartner.com/kristin_moyer/2014/06/06/banks- are-in-a-race-to-remain-relevant/ Digital Banking and the Role of APIs, Apps and App Stores http://blogs.gartner.com/kristin_moyer/2013/12/11/ digital-banking-and-the-role-of-apis-apps-and-app- stores/
  • 43. © 2016 International Business Machines Corporation 43 Vision de bout en bout
  • 44. © 2016 International Business Machines Corporation 44 Déterminer le modèle de monétisation est crucial §  Drives Adoptions of APIs §  Typically low valued assets §  Drive brand loyalty §  Enter new channels For Free Facebook Login API provides free authentication for any Web / mobile app Example: Developer Pays §  Business Asset must be of high value to the Developer §  For example, marketing analytics, news, §  Capabilities such as credit checks Amazon EC2 Web Services – APIs charge per usage to launch and manage virtual servers. Example: Developer Gets Paid §  Provides incentive for developer to leverage web API §  Ad placements §  Percentage of revenue sold product or services Google AdSense APIs pay developers who include advertising content into apps Example: Indirect §  Use of API achieves some goal that drives business model. §  E.g. Increase awareness of specific content, or offerings eBay Trading APIs offer developers access to trading services extending the reach of listings and transactions Example: 44
  • 45. © 2016 International Business Machines Corporation 45 Exemple d’API pour la banque Branch Locator / ATM Locator Let customers search and find a convenient ATM, Branch wherever they happen to be. Forex Exchange Rates Let customers get to know about your great offers on Forex Deposit, Lending Rates, Eligibility Calculators Market your rates through Multiple Channels Reward Points Management Onboard partners quickly easily integrate in to your reward system Digital Wallet Services Make more money with your Payment & Wallet APIs Access to Account Data Get paid when account data is accessed SWIFT Code, BIC Codes Customers can know your SWIFT, BIC Codes through any channel Bill Presentment Services, Corporate Banking Services Allow Partners & Customers to easily Integrate with your applications
  • 46. © 2016 International Business Machines Corporation 46 IBM API Management - une solution « on-premise » unique et complète pour concevoir, sécuriser, contrôler, publier, surveiller et gérer les APIs IBM API Management Fully on-premise, multi-tenant solution, for API providers IBM DataPower API Gateway for security, control, integration & optimized access to a full range of Mobile, Web, API, SOA, B2B & Cloud workloads Over a decade of innovation, 10,000+ units sold, 2000+ customer installations worldwide
  • 47. © 2016 International Business Machines Corporation 47 1 Create, assemble, and define an API 2 34 Secure and scale the API Socialize by sharing with developers Manage and analyze growth IBM API Management – Fonctionnalités clés
  • 48. © 2016 International Business Machines Corporation 48 Enterprise API Management for all of your Bluemix APIs Value: Secure, Control, Publish, Analyze and Manage your APIs. Discover APIs from on premise sources. 2 Key Capabilities: •  Manage your APIs– Manage your Bluemix APIs to allow secure, governed and monitored usage •  API Discovery– Discover APIs from on prem sources such as System Z and IBM Integration Bus and publish them into Bluemix •  Socialize- Invite partners to consume and interact via the Developer Portal and publish into their Bluemix orgs What’s new? •  A Bluemix service that seamlessly launches an API Management experience to extend your API reach IBM API Management on Bluemix
  • 49. © 2016 International Business Machines Corporation 49 Business Challenge Solution Result Types of APIs Example Apps •  Create an “easy to do business with” environment for partners •  Establish a secure digital wallet for online purchases so personal financial data is not transmitted on the internet. •  Provide a 360°view of the end user for member banks •  Implement an API Management solution that provides: 1.  An easy to use developer portal 2.  Rapid assembly of new Restful APIs for online merchants 3.  Extensive real-time analytics •  Coupon redemption •  Payment options •  Partner Loyalty Programs •  Account status •  Improved relationships with members and partners •  Increased transaction volumes and revenue generation •  Gained real-time views of buying behavior and accelerated the timing of new, targeted offers to buyers •  Groupon: Daily Merchant coupons to help drive new customers •  PayPal: Account linkage to banks, credit and debit cards •  Tripit Point Tracker: aggregates points from various travel industry merchants. Financial Services: Leading Payments Processor
  • 50. © 2016 International Business Machines Corporation 50 Conclusion
  • 51. © 2016 International Business Machines Corporation 51 Pour plus d’information •  http://www-935.ibm.com/services/us/gbs/thoughtleadership/bankingredefined/ •  http://www.ibm.com/cloud-computing/bluemix/ •  http://www-935.ibm.com/services/us/gbs/thoughtleadership/ibv-digital- transformation.html