Development of an Access-to-Account Strategy

The Client
Swiss investment bank

The Challange
The aim of the project is the introduction of the Payment Service Directive II (PSD II) for European banks by mid-2018. The regulatory requirements are also relevant for the Swiss market due to supranational agreements.

The Goal
The aim was to prevent possible legal requirements within the framework of the directive by means of a proactive offer. For this purpose an Access-to-Account product should be designed, which the investment bank can offer, either together with national banks or within a cross-bank platform. The results should be applied in a structured manner to the national banking association in order to cooperatively start further conception.

The Approach
A market analysis has identified API providers as well as important regulatory frameworks. On this basis, an Access-to-Account product was developed and explicit further functions were identified for the product. Subsequently, Fintechs were discussed as potential cooperation partners and the further action in regards to regulatory and political reference groups was outlined.

The Result
Alongside a detailed overview of API providers, a concrete Access-to-Account product was developed. The joint platform is adapted to the specifics of the cooperating banks. Additionally, an Access-to-Account model as well as an overview of potential joint venture partners were made available to the client.

Conception of a Mobile Banking-App

The Client
Nationally active private bank

The Challenge
Analyses have shown that customers of the bank have increasingly accessed mobile terminals through the use of online banking services. This was offset by low user friendliness of the previous banking application. The app forwarded the user to the mobile website, which was launched a few years ago. A conceptual basis for a native mobile banking app was required in regards to the functions of online banking in the web browser. The need for a new app has regularly been classified as low priority and has often been postponed.

The Goal
The goal was to develop a modern, user-friendly banking app with additional features for online banking. The functionalities were developed during the conceptual phase. The minimum requirements for the app were based on market standards, but the fully developed app should reach a market-leading position in mobile banking apps.

The Approach
The requirements for a mobile banking app were defined on the basis of insights from market research and customer surveys as well as integrating this into the current company IT. Since the bank wanted to counter the competitive disadvantage and low customer satisfaction quickly, a prototype of the new app should be brought to the market in six months. Due to this, after discussions among specialists and IT, an agile project approach was selected. Based on the market analyses, user stories were created which, in addition to the prototype, take into account the customer requirements of an app with market leadership potential. Finally, a new conceptual basis for the technical implementation and connection to the core banking system was developed.

The Result
The professional and technical foundations for the implementation phase have been drawn up. This included a prioritisation of the requirements, the agreement, and planning of the framework conditions as well as the development of a target image for the implementation of the app together with specialist and onsite IT.

Strategic development of banking IT

The Client
Credit specialist bank

The Challenge
The structural change in the financial industry required a complete revision of the bank's business and IT strategies. The effects of the changes observed and analysed for years had to be reviewed, combined and operationalised with a long-term view to the adjustment requirements and opportunities.

The Goal
The project was designed to conceptualise the strategic realignment of the institute and in particular to secure further long term profitable growth as well as to initiate the growth of further business potential. In addition to safeguarding the basic work by coordinating with all levels of the bank and other bodies, a plan for implementation should be drawn up by 2020.

The Approach
In the initial phase, an analysis of the current positioning of the client in regards to the drivers of the structural change was made in order to determine superordinate guidelines of the basic orientation of the digital transformation. Based on this, the 2020 target was developed in the areas of brand management, the performance spectrum, competences, and agility of the organisation. Implementation actions regarding the strategy were harmonised with the already running or planned project portfolio after the initial development. Through preparatory and coordinating communication with the stakeholders the new strategy could be adopted and anchored.

The Result
Ultimately, the bank has succeeded in developing a business and IT strategy of the bank that focuses on the opportunities of structural change in order to achieve a successful market positioning and to prepare its operational implementation. This was mainly due to the focus on the raising of potentials against the backdrop of technological developments.

Ensuring delivery and decision-making capacity in a highly complex IT transformation

The Client
Internationally active German bank

The Challenge
A core banking transformation presents institutes with existential challenges in more than one dimension. Typically, these multiannual programs are characterised by a high degree of complexity, which must be addressed with appropriate management approaches and experiences from comparable projects. Critical factors for success were identified as the assurance of decision-making, the use of tools in transformation management, and the networking of the necessary experts.

The Goal
The aim was, in addition to technological challenges, to ensure the controllability of the program over all internally and externally involved areas. In particular, inherent complexities and uncertainties were to be kept context-sensitive at all times.

The Approach
As part of a dedicated preparatory phase, the complexity drivers were identified together with the client and the core principles (program structure, professional target image, roadmap, target architecture, contract bases) were elaborated for the realisation phase with a small expert team. A phase model was therefore agreed as a basic approach. This allowed all participants to maintain the necessary orientation in the overall program.

A further focus was the phase-specific production of transparency over all success-relevant control parameters. This was used, on the one hand, for a higher efficiency of the actors involved in self-management and, on the other, for management decisions which were to be taken over and over again. Thus, the step-by-step planning always corresponded to the requirements of the implementation. The information aggregated from the reports was always ensured that the phase-specific parties were able to communicate based on facts.

In addition to this information dimension, professional and technology experts have regularly supported the implementation of the project with regards to unforeseen challenges.

The Result
In the end, the core banking transformation was successfully carried out: the planned goals were achieved within the set time and budget planning.