↓ Agenda Key
Visionary speaker presents to entire audience on key issues, challenges and business opportunities
Panel moderated by Master of Ceremonies and headed by four executives discussing critical business topics
Solution provider-led session giving high-level overview of opportunities
End user-led session in boardroom style, focusing on best practices
Interactive session led by a moderator, focused on industry issue
Pre-determined, one-on-one interaction revolving around solutions of interest
Discussion of business drivers within a particular industry area
Analyst Q&A Session
Moderator-led coverage of the latest industry research
Several brief, pointed overviews of the newest solutions and services
Overview of recent project successes and failures
Open Forum Luncheon
Informal discussions on pre-determined topics
Unique activities at once relaxing, enjoyable and productive
Mobile technologies have swept the world, with the latest news that there are officially more such devices on the planet than there are people and across the board these devices have become the go-to way in which people interact with peers and providers. While banks have begun adopting mobile channels to engage and interact with their clients, they clearly need to go much, much further, embracing mobile payments (in store and for bills), P2P payments, and mobile only enrollments among other innovations. Wholesale adoption of mobile as the primary (and in some ways only) engagement and interaction channel means backend systems will need to be re-architected and CIOs need to begin thinking about the nature and scope of these changes, as well as initiating the dialogue about this revolution with their business partners now.
• With 1 million credit card enrollments in its first 72 hours, Apple Pay shows that the era of mobile payments, at least for consumers, is already here
• Mobile check deposit is just the first wave in mobile banking; soon customers will expect to do all their banking through their mobile device
• Mobile, and specifically P2P payments through mobile, will push IT systems to work faster than ever before; the IT department needs to be ready
It is estimated that the conversion to digital banking has the potential for a significant impact, that the migration of front-end activity combined with the automation of servicing and fulfillment processes could result in as much as a 90% cost reduction. Banks however have been painfully slow to respond and no-one has yet to establish a strong digital capability that will lead to runaway market success for a variety of reasons, perhaps the biggest of which is simply lack of understanding of the potential, and the demand. The conversion to digital banking is inevitable however, and so those IT leaders that prepare there organization’s for a future shift now will be setting not only their company, but themselves up for success.
• The world is becoming ever more digital and consumers are voting with their dollars; as soon as a credible option exists it will be adopted rapidly
• Executive leadership has been slow to take the plunge, but when they finally determine the climate is right they will expect IT to be right there
• A light-weight initial approach doesn’t have to be expensive and can seed the ground for a later fruitful harvest
SDN or Software Defined Networking utilizes processes of engineering data traffic ensuring optimum bandwidth, cost effectiveness, and network adaptability. Understanding this new type of Architecture – and the framework behind use cases is still in that analysis stage for many and so implementation is yet to be instituted. Further understanding behind SDN, accompanied by continued use cases will provide increased insight for enterprises to determine if implementation will expand, increasing overall enterprise process and value.
• SDN is relatively new framework, understanding key components is crucial
• Develop insight on scalability, network adaptability, and security measures to properly implement SDN architecture
• Understand how SDN integrates with IT Architecture, accompanied by adoption
The three core forms of Cloud are Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). SaaS jumped out of the gate to a quick lead in terms of enterprise adoption, and continues to hold a dominant position in the delivery model wars. IaaS took a little longer to get up a head of steam, particularly for production deployments, but the allaying of resiliency, security, and compliance concerns has allowed it to begin to push more to the forefront. Left in the dust is PaaS with scuffling adoption rates, with the situation only posed to become worse as IaaS providers begin to offer solutions that squeeze upwards from the bottom of the stack, and SaaS providers offer ones that squeeze down from the top. As IT leaders build out the comprehensive cloud strategy, they need to give serious thought to the viability of their current and future PaaS investments. PaaS has a future to be sure, but does it have a future in your enterprise?
• Truly understanding the differences between IaaS, PaaS, and SaaS is essential to making an informed decision as to where each fits in corporate cloud strategy
• The growth and development of the various cloud offerings has put the squeeze on “man-in-the-middle” PaaS offerings
• PaaS solutions offer value and benefit to those organizations that are positioned to leverage their unique benefits and shouldn’t be ignored simply because they are less popular at the moment
As banks around the world, but particularly in North America, struggles to overcome the broken trust with consumers as a result of the 2008 financial crisis, increasingly they are finding that enhanced customer engagement is the lever they must actuate. The complication for the financial services sector however, is that while they are trying to engage more with their customers, those customers are becoming harder to engage as they move to online and mobile banking channels wherever possible. Though these channels offer convenience for the customer, and the potential of cost savings for the bank, they limit interaction. Fortunately for CIOs this makes their role ever more important because interactions, and therefore the opportunity to engage, is occurring ever more through digital channels. As a result CIOs need to become go-to executives within their organization to facilitate these positive experiences.
• Customer engagement is becoming the single biggest indicator of success for enterprises within the financial services sector
• Engagement is made more difficult as consumers increasingly more away from braches and personal interactions
• Engagement is a two way street and banks must be prepared to listen and respond to consumer requests; IT must facilitate that and other processes
It's well documented that Millennials are significantly different than any previous generation. Their purchase behavior, borrowing and savings behavior, ethnic diversity and use of digital technology are causing banks to rethink how they deliver services and engage what is now the largest generational population in the country. Understanding the dynamics of this generation and it’s impact on the bank of the future including marketing, branch strategies, online banking and portfolio management is essential for long term success.
• Dive into the differences between Millennials and other generations to understand what makes them different and what makes them tick
• Be exposed to the demands of this generation to see how that will impact future decision making
• Learn how to develop the plan to transition from the bank of today to the bank of tomorrow
Over half a decade has passed since peak of the financial crisis and over four years since the passage of Dodd-Frank, the first piece of regulation that was part in place as a response. In the intervening time the only constant has been ongoing waves of regulation that show no signs of stopping any time soon. Financial institutions need to take care that they are not adopting a short-term, piecemeal, decentralized approach to these demands to ensure that they are best able to leverage economies of scale and the insights that come from an integrated approach. Consistent and mature regulatory response programs will allow banks to take a more structured, cohesive, and ultimately more effective approach to each individual regulatory requirement and the CIO will be instrumental in ensuring that those programs operate as effectively as possible.
While the link between anti-fraud and anti-money laundering capabilities may be easy to draw on the surface, far too often these capabilities are siloed within the typical financial services organization. Under the covers areas that seem to have commonality are often separated by radically different cultural approaches, with fraud staff coming from an operational or IT background and AML staff drawing from experience in compliance, legal, and GRC. The key to overcoming the challenges of team integration first and foremost comes down to system and data integration and those financial services institutions that are able to operate both groups from common platforms and intermingled data will find that silos naturally erode, that barriers do break down, and that the two groups begin to work efficiently and effectively together such that the whole really is greater than the sum of the parts.
• Don’t let the way things are be the way things will be; making a move forward is key to improving the performance of both the fraud and AML groups
• Don’t let cultural differences be an impediment to integration; embrace the perspectives that each group brings to the situation to gain better visibility
• Don’t expect change without investment; integrating systems and data will be the grease the facilitates working together but bringing things to a common platform will require time and, likely, money to make it work
In many ways ERM, or Enterprise Risk Management, has become just another buzz word that is bandied around without any clear understanding of it’s meaning, any clear understanding of it’s value, or any clear understanding of how it can be achieved. ERM is not a project or a task on a list to be checked off. Instead it is a fundamental change in how an enterprise approaches the way it conducts it’s business to ensure that all possible impacts to it’s capital and earnings are identified, quantified, and mitigated. Such a sweeping paradigmatic shift isn’t something that can be taken on lightly and enterprises seeking to just place a check mark next to a to do list line item will be sorely disappointed in their results.
• ERM is a way of life, not a one-time effort and the only way to value is to come to that realization early
• To be successful, an ERM deployment must be sponsored from the top and have the involvement of every level and every department
• Even though ERM initiatives are all-encompassing it’s best to start small; trying to boil the ocean is the surest way to failure and loss of good will and buy-in
Social media is in many ways considered the “red-headed step-child” of the disruptive technologies that have swept over the industry in the last few years, getting the least attention, being considered the least impactful. Social media however is the furthest thing from a fad in the eyes and minds of consumers and as the technology, and its usage matures, financial services institutions stand to benefit from broader adoption of social media in three ways: driving organic growth, increasing operational efficiencies, and reducing enterprise risk. These benefits cannot be realized without investment of time, money, and effort however and so IT leaders need to look at social media with fresh eyes, and see how these tools can actually drive beneficial change within the enterprise.
• Driving customer engagement is a key challenge for all banks and social media, done well, creates the engagement that drives growth
• Whether through broad-scale marketing programs, streamlined relationship management, or other activities, social media allows banks to rethink and reshape existing processes in ways that are radically more cost effective
• Information is essential to risk management and the wealth of info shared into social media channels is a gold mine waiting to be exploited
Maintaining a consistent client experience is key to ensuring a consistent client relationship, which in turn leads to greater client retention and spend. Maintaining that consistent experience is complicated by the fact that clients now interact with all providers, not just financial services ones, through a variety of channels that can number into the dozens. It is essential to not have just consistency of look and feel across all channels, but consistency of experience, and indeed to allow individual experiences to occur sequentially across all channels.
• Client experience is the primary motivator in client retention and reducing client churn is essential to controlling costs
• Client experience degrades when channel experience conflicts or limits client choice or activity so consistency is key
• Optimal experience needs a seamless client “experience ecosystem” that, done well, tightens bonds, reduces costs, and increases spend
The economic downturn has had significant and long-lasting effects on the banking industry, not the least of which is the reduction in interest based revenue as a result of tightened lending regulations and increased lending reticence. As these revenues stagnate, financial services organizations are having to find new sources of revenue to not just try and drive growth, but to halt shrinkage, and fees alone aren’t going to bridge that gap. What are needed are new and appealing products and services that will draw clients back into a relationship and drive increased non-interest based revenue. This will be a tumultuous time for the IT department as the lines of business experiment to find the sweet spot and will need dynamic and flexible support from their technology arm.
• The saying “the only thing constant is change” hasn’t always applied to financial services but will increasingly do so in coming years
• New products and services along with new flexibility will be required to recapture losses still being felt from the economic downtown of 2008
• Now more than ever, the IT department will have to be prepared to be dynamic and innovative to deliver on revenue-generating business needs
Consumers are altering their spending habits because they now have the ability to outsource more services now than ever before. Understanding this framework allows us to identify and develop analysis with increased granularity in understanding how correlations attribute between potential income, and consumption. Taking into consideration the digital emergence of services. Market/enterprises/businesses need to catch up to the speed of altering spending habits, and develop deeper insight into the direction of spending correlations as digital services continue to expand. Utilizing analytics can provide insight within the industry, and spending habits to measure consumption economics in the digital landscape.
• Develop increased insight on customer spending tendencies
• Analysis on spending correlations as cross enterprise digitalization continues to expand
• Developing increased granularity on spending correlations to provide insight on customer consumption tendencies
Mobile is likely to be attributed as the biggest game changer for consumer behavior this decade. 2014 saw smartphone penetration hit 75% of the population, whilst tablets hit 50% and 2015 is expected to show even higher numbers. Mobile is clearly taking over as the consumer’s main route to shopping experiences and product knowledge. As a marketer, how then can you use mobile to impact the metrics that matter most? Mobile advertising used correctly can be your most intimate link to your customer. Combined with data analysis of consumer behaviors, brands now have the potential to deliver the right ad, to the right person, at the right time, in the right location. The challenge for marketers; how do you do this without being too intrusive and alienating your customer?
There’s no other way to say it than bluntly; Information Security is a white-hot field within Information Technology as a whole – over the last dozen years it has gone from after-thought, to scapegoat, to critical enterprise success factor. As a result, the need for capable and qualified Information Security specialists, whether front-line Analysts, mid-level Managers, or top level CISOs is at an all time high, but personnel and skills availability is sinking to an all-time (at least in terms of supply and demand ratio) low. There simply isn’t enough expertise in existence to go around, or enough education occurring to create it. In this environment, senior Information Security leaders are having to get creative in their pursuit of the people, performance, and passion necessary to address this capability shortfall.
• Learn how to build grass-roots programs that cultivate a farm full of potential security experts through internal and collaborative programs
• Find out how to leverage key organizational traits to generate buzz and interest where none existed before
• Understand the relevance of certs vs. experience and how to evaluate and validate the value of candidates
In many ways mobile devices are the original IoT device since they offer both the ability to capture sensory information (through accelerometers and GPS trackers) while providing always on, always available connectedness. And while “true” IoT is more focused on low power, low complexity devices feeding information to centralized aggregators, and executing commands based on feedback from those aggregators, existing mobile devices will continue to have a significant role to play by acting as localized personalized aggregators and information conduits keyed to the needs and wants of specific individuals. These devices can become the storing house of information collected from us (such as health information) and about us (such as personnel preferences), and the tool that acts as the conduit of all outbound and inbound communications flows from other smart devices. Indeed, as IoT becomes more pervasive, the role of personal mobile computing devices only becomes more important.
• Those looking to invest in public facing IoT deployments should plan now to make use of personal devices as a communications conduit
• Open programming and communications standards that allow IoT devices to communicate with multi-platform mobile devices will be the key to success
• As IoT technologies become more pervasive, and interact more consistently with personal mobile devices, privacy issues will come even further to the fore – businesses should prepare for these issues before they even arise.
The Internet of Things (IoT) is moving from being Science Fiction, to be Science Fact as sensors are being imbedded in everything, and ubiquitous wireless networks are facilitating constant communications. Value driven use cases are being made, but in many cases are far and few between and so CIOs evaluating this paradigm shift are left to wonder whether this is something they should drive, should enable, should control, or should ignore. CIOs need to begin taking action now to embrace the changes that can be wrought by IoT, not for the benefit of the IT department, but as value generators for the organization as a whole.
• Understand the two broad uses cases – Information & Analysis, and Automation & Control
• Learn about the specific ways that IoT can drive enterprise growth
• Determine the changes needed within the IT department to prepare it to leverage the value and power of IoT
Low-power, low-complexity computing devices are set to invade the enterprise and indeed have begun to do so already in a number of cases. As these devices proliferate, so will the data that they generate and, at least initially, so will the proprietary data formats that they use. Until comprehensive standards can be developed, implemented, and enforced, enterprises will be left to deal with hodge-podge data that needs to be cleanly aggregated before it can be analysed and until analysis can occur, that data is just meaningless noise. Enterprising CIOs will recognize this challenge early and works closely with both IoT sensor providers as well as business unit leaders to ensure that appropriate investments are made, and that processes are put in place so that value can be extracted from the data that is being gathered.
• New endpoints mean new data feeds in potentially almost endless new structures and new formats
• The volume of data creating sensors that will invade the enterprise means the volume of data to be aggregated will be beyond anything seen before, as will the variety of types, and the speed with which aggregation is needed
• A comprehensive data model is essential to success
Data quality is one of the most critical issues facing every enterprise and whether data be duplicate, stale, incomplete, invalid, conflicting or just plain incorrect the impact of enterprise decision making and ultimately enterprise success and be significant and severe. As the number of data sources grows, as the speed with which data is collected and utilized increases, and as the raw volume expands almost exponentially, the impacts of poor data quality becomes more significant than ever before. IT executives must build strong data governance capabilities to ensure that enterprise data is kept unique, timely, complete, valid, consistent, and accurate.
• Data quality is not a new problem but the advent of the IoT age means that it will be a problem of greater relevance than ever before
• The process by which data quality can be addressed isn’t fun or “sexy” but where enterprises have often ignored it to date they can no longer do so
• Enterprises that do not proactively address data quality now may find that IoT is their downfall rather than their savior