P. 1
Core Banking

Core Banking

|Views: 427|Likes:
Published by nwani25

More info:

Published by: nwani25 on Aug 03, 2011
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as DOC, PDF, TXT or read online from Scribd
See more
See less

09/18/2013

pdf

text

original

INTRODUCTION

Core banking is a general term used to describe the services provided by a group of networked bank branches. Bank customers may access their funds and other simple transactions from any of the member branch offices. Core Banking is normally defined as the business conducted by a banking institution with its retail and small business customers. Many banks treat the retail customers as their core banking customers, and have a separate line of business to manage small businesses. Larger businesses are managed via the Corporate Banking division of the institution. Core banking basically is depositing and lending of money. Normal core banking functions will include deposit accounts, loans, mortgages and payments. Banks make these services available across multiple channels like ATMs, Internet banking, and branches. Core banking is all about knowing customers' needs. Provide them with the right products at the right time through the right channels 24 hours a day, 7 days a week using technology aspects like Internet, Mobile ATM.

1

Development in Information and Communication Technology in Banking

The rapid advancement in Information and Communication Technology (ICT) has had a profound impact on the banking industry and the wider financial sector over the last two decades and it has now become a tool that facilitates banks’ organizational structures, business strategies, customer services and other related functions. The recent “IT revolution” has exerted far-reaching impacts on economies, in general, and the financial services industry, in particular. Within the financial services industry, the banking sector was one of the first to embrace rapid globalization and benefit significantly from IT development. The technological revolution in banking started in the 1950s, with the installation of the first automated bookkeeping machines at banks. This was well before the other industries became IT savvy. Automation in banking became widespread over the next few decades as bankers quickly realized that much of their labor-intensive information-handling processes could be automated with the use of computers. The first Automated Teller Machine (ATM) is reported to have been introduced in the USA in 1968, and it was only a cash dispenser. The advent of ATMs helped both to improve customer convenience and reduce costs, as before ATMs, withdrawing funds, accounts inquiries and transferring funds between accounts required face-to-face interaction between bank staff and customers.

Rapid advancement and gains to the banking sector
2

1) Overall, technological innovation has brought about the speedy processing and transmission of information, easy marketing of banking products, enhancement of customer access and awareness, wider networking and, regional and global links on an unprecedented scale. IT development has thus changed the product range, product development, service channels and type of banking services, as well as the packaging of such services, with significant efficiencies not only in the banks, but also the ancillary and feeder services to banks. The financial services industry has thus become virtually dependent on IT development. Most banks make visible efforts to keep up with new systems and processes. 2) The development in ICT has enabled banks to provide more diversified and convenient financial services, even without adding physical branches. The present day ATMs are more sophisticated machines that can scan the customer and a bank teller, accept cash or cheques, facilitate customer application for loans and allow for face-to-face discussion with a service representative via video. 3) The development of Internet services, which is an extensive, low-cost and convenient financial network, has facilitated banking services to customers, anywhere and anytime. Along with Internet and Web-based services, a need for changing core banking architecture has emerged. The introduction of new core banking systems by some banks and their links with the improved telecommunication network has enabled banking transactions to be done on-line, in contrast to the batch-processing mode used earlier. The integration of e-trading with internet banking and banks’ websites is also a notable feature. These IT advancements have enabled banks to gradually replace manual work by automated procedures with online real time processing.

Core Banking Application
3

to be used by large corporate to perform cash pooling. 7 days a week. At the heart of the Core Banking Suite are comprehensive customer. How shall CBS help Customers? 4 . The Core Banking Suite also manages deposit and loan products.Core banking is all about knowing customers' needs. sweeping etc in a cross border. Provide them with the right products at the right time through the right channels 24 hours a day. This gives the bank's business people the flexibility to assemble userdefinable banking products with flexible pricing structures and then quickly distribute them through any channel to their banking customers. Product management is possible through a configurable product composer. product. multi-currency environment. and agreement management modules that provide a single and complete view of the financial institution's customers and their engagements with the institution. Core Banking Suite consists of components that can be installed independently and integrated into current banking environment. The application includes a world-leading cash management component.

To deposit a cheque for credit into his account. shall also continue to be available. Customers of CBS branches can avail various banking facilities from any other CBS branch located any where in the world. comparable to world class standards 5 . To transfer funds from his account to some other account – his own or of third party. which are also interfaced with CBS platform.         All these aim to provide convenient. provided both accounts are in CBS branches. and high quality banking experience to the customers. To deposit cash into the account. To obtain Demand Drafts or Banker’s Cheques from any branch on CBS – amount shall be online debited to his account. To deposit cheques / cash into account of some other person who has account in a CBS branch. debit or credit entries in the account. To obtain cash payment out of his account by tendering a cheque. Similarly. Bank is in the process of launching Internet-banking facility shortly.All CBS branches are inter-connected with each other. Customers can continue to use ATMs and other Delivery Channels. efficient. M-bob etc. I-Bob. facilities like Bill Payment. These services are:  To make enquiries about the balance. Therefore. To get statement of account.

facilitate and deliver banking services efficiently and effectively. Since a CBS branch is essentially designed to focus on customerinterface and customer service. has more time for serving customers. The Customer Service Representatives / Executives at the branch are specially trained to understand. the special lay-out and ambience of the branch is made to provide a convenient and delightful banking experience.What are other benefits to the Customers? A CBS branch is like a Sales & Service Delivery Center. called Data Center. Benefits of Core Banking 6 . This improves the quality and efficiency of the services rendered and the customer is directly benefited by way of satisfying and happy banking experience. Branch. Back office processes/activities are handled through technology at some other site. therefore.

Business Benefits  Differentiated Product Spread Core banking solutions offers an unlimited palette of features for banks to design and deploy products for varying market segments. The elimination of error and data redundancies also results in increased branch productivity. increasing output and enabling speedy completion of tasks.  Increased Operational Efficiencies and Productivity Core banking solutions supports business events automation and process orchestration. This empowers banks to effectively manage customer relationships and aggressively explore cross-sell opportunities.  Agile Operations The Service Oriented Architecture (SOA) enables the IT team at the bank to effect changes without touching the base code. enabling the bank to view the customer from a completely informed angle. 7 . thus eliminating manual tasks and reducing process time. The product bundling capabilities of the solutions offers a wide range of possibilities for banks to create products with innovative features. across segments. The facilities provided for differential pricing.  Robust Cross-sell Framework The CIF and CRM capabilities in core banking solutions offer a unified view of the customer across the entire solutions and across multiple backend applications. channel rules and customization empower banks to continuously innovate and extend their suite of products. Straight Through Processing (STP) abilities enhance reduction in turnaround and processing time. ensuring lesser vendor dependency and faster adaptability to changing business conditions.

data sharing and no duplication of information  Parameter controlled 8 . i.e. i.e. 7 days a week availability  Real-time multi-channel access  Distributed solution.2) Operational Benefits  A flexible. industry standard application from which your organisation can grow  Multi banking and multi currency  System and product administration and product development performed completely by bank business personnel  Shorten time to market products  Supports product differentiation  Supports cross-selling  Increases customer satisfaction and loyalty 3) Technical Benefits  24 hours a day. n-tier architecture and co-operative processing  Consistent and logically structured data model reflecting the information requirements of the banking business  Integrated solution.

• The potentially significant cost of updating ageing core banking systems makes it difficult to present a strong business case to modernize legacy systems. Banks that delay updating core systems risk losing their competitive edge. The costs of keeping legacy core banking systems operating are steep: Aging systems and infrastructures constantly need updates and renewal. 7 days a week. resulting in a significant lag time introducing new products to market. • Old. • The pressure to reduce costs and improve efficiency is difficult to respond to without making fundamental changes to underlying legacy systems. and outdated systems make it virtually impossible for banks to integrate customer and transactional information. disconnected. 9 . core banking systems are mission critical to banks that are required to operate 24 hours a day. The risk and complexity of implementing new core banking systems causes’ hesitation and uncertainty about where to begin. even though they are constrained by their existing systems' hard coded business logic. inflexible systems take too much time to upgrade. • Disparate. There are a number of challenges involved in maintaining legacy core banking systems and in updating and renewing them: • Banks need to improve and differentiate the customer banking experience to attract and retain customers more profitably.Business Challenges In a multi-channel world.

such as customer information. For this bank. modern. provide consistent customer information. the bank can integrate processes. and open-core banking system may be the answer. Such a system could provide easy integration that is assured through compliance with industry standards. and credit-limit monitoring. it's critical to implement a new and highly flexible lending system that is fully integrated with existing enterprise services. 3) Deploy an integrated core banking system: Yet another bank might want to fundamentally change the flexibility of its core banking capabilities. and avoid duplicating efforts. 2) Implement new systems: Another bank might want to market a new type of mortgage offering that the existing core banking system cannot support. such as redundant data entry and writing extra code. In this case. They would still need to maintain integration with well-established distribution channels that are based on a multi-channel architecture. With the new system. payments. a new.Need of Core Banking 1) Integrate new services: A large banking operation might want to improve and provide access to consistent and comprehensive customer information. 10 . A new customer information service that is fully integrated with existing legacy systems is clearly preferable to replacing the entire core banking system at one time. Their front-line staff can then provide better customer service and correctly identify opportunities to offer new products to existing customers. comprehensive.

especially internet and information technology has led to new ways of doing business in banking. internet etc. passbook maintenance. This software is installed at different branches of bank and then interconnected by means of communication lines like telephones. The platform where communication technology and information technology are merged to suit core needs of banking is known as Core Banking Solutions. satellite. working simultaneously on different issues and increasing efficiency. These technologies have cut down time. The advancement in technology. Here computer software is developed to perform core operations of banking like recording of transactions. and interest calculations on loans and deposits. 11 . customer records.Core Banking Solutions Core Banking Solutions is new jargon frequently used in banking circles. It allows the user (customers) to operate accounts from any branch if it has installed core banking solutions. balance of payments and withdrawal are done. This new platform has changed the way banks are working.

is known as Core Banking System. this term doesn’t need any explanation but for those who want to know a bit. Previously a bank’s core operations such as keeping a ledger of various transactions. effortless and cost effective. efficient. adjustments to accounts on withdrawal and deposits of funds etc. are examples of this. instead of huge ledgers. Core Banking System has radically changed the way in which banks function. the same software can be installed in various branches of a bank and can be interconnected through the internet or telephone lines to form a core banking network of the bank. The greatest advantage of having a Core Bank System is that new features and functionalities can be easily added to the system that customers will have a whole lot of services that they can use. Electronic funds transfer between banks. Now. were done manually. Thus. Ingredients that form part of Core Banking System 12 . Thus. maintaining customer information. the platform where ICT is used to perform the core operations of a bank. The advantage. For IT and Banking folks. calculate interest on loans and deposits etc. interest calculation of loans and deposits. are stored in backend databases in digital form. With the advent of ICT. then the customer can operate on his account from virtually anywhere. which were unheard of in banks pre Core Banking System era.What is core banking system OR solution? Core Banking System or Core Banking Solution is a term that we hear very often these days. a customer can operate on his account from any branch of the bank and if the bank owns Internet Banking or ATM facilities. online trading in the stock markets etc. here’s a brief overview of what it means. efforts were done to automate various banking processes using software applications so as to make them simple. like those mentioned above. In Core Banking System. The data. software applications record transactions.

(2) Customer Information System (CIS): 13 .L's to bank GENERAL LEDGER financial transactions from various sources throughout the bank update these subsidiary ledgers and the GENERAL LEDGER system then performs rollups to report at branch. Throughout the world. Level's start with individual branch GENERAL LEDGER rolled up to regional GENERAL LEDGER with further rollup of all regional G. at the respective workplaces. zone. In short for those who have successfully implemented Core Banking Systems. If one is looking at the financial statements of the whole bank the GENERAL LEDGER System must provide that.There are 5 ingredients that form part of the Core Banking system. the GENERAL LEDGER System must provide the financial statements for the region. These are the essential building blocks for the entire bank / institution. country wise head office and any other level that is required by the bank / financial institution. region. Each morning all these entities. the absolute core of the banking system is the General Ledger system. every single financial activity that happens at any location within entire bank has to be reflected in the General Ledger system that generates the financial statements for the entire bank which provides any entity to monitor the financial health of the bank. If one is in regional office. the concerned entities in the bank know the financial condition of the bank at the beginning of each business day. In a Core Banking System. almost all banks have all their financial activity reflected in GENERAL LEDGER every night and next morning the GENERAL LEDGER system provides the bank with enterprise wide balance sheet and trial balance report. see these financial statements reflecting the condition as of close of business yesterday. (1) General Ledger: The absolute Core is the General Ledger of the bank accordingly. this is achieved by deploying a centralized GENERAL LEDGER System which provides for thousands of sub legers with.

cash credit accounts. These include current. When the customer wants to open a new deposit account. (3) Deposit System: The third major ingredient is the deposit system. multi-currency. In addition. Simple current accounts. phones. relatives.The next major ingredient of a Core Banking system is the Customer Information System or CIS. a customer is identified by uniquely by his / her CIS number and all information related to that customer (name. time deposit and hundreds of variations in each of these. This way. e. a car loan and a house loan. As a result banks who have implemented such systems do not need to have an inter branch reconciliation organization / system. and demographic data) is stored along with this unique number. Around the world banks do not open a new deposit account for a customer directly in the deposit system.D. CDS. Accordingly in the CIS. A single unique customer could have a current account a joint saving account with his wife a time deposit. the branch staff to go the CIS screen verifies the customer details and opens the account. The ability to process various types of deposits is a must. credit history. variable rate overdrafts. whenever the customer visits any branch of the bank. time deposits. The CIS links all these five account to this single unique customer I. CIS stores Customer to account relationships.g. All this is stored in a centralized CIS system allowing the customer to visit any branch to do business with the bank. employment. multi-currency savings. current accounts with overdraft. family members. time deposits. all that he does is give his name (and / or address or phone or CIS number) and the CIS system shows the branch staff the information about this customer as well as all the accounts linked to this customer and the latest balance in each of these account. and so on. (4) Loan System: 14 . address. recurring deposits. variable rate time deposit. simple savings. the existing CIS data of the customer remains infect and the CIS information shows that this customer has now increased his relationship with the bank / financial institution. This is required to handle the liability side of the bank / financial institution's business. savings.

the non-performance tracking step the recovery step and the closure. various users of the Core Banking System throughout the bank need to know what is happening within the entire financial institution. typical examples of information that bank staff (each with access rights) retrieves include. As a result. CIS Deposit. (5) Management Information System (MIS): Once the core deposit and loan business transaction for all customers of the bank are captured and appropriate General Ledger accounts are updated. Ingredients not included in Core Banking 15 . In most banks / financial institutions around the world loans are separated by those to retail customer and those to commercial customers processing requirement of loans to corporate customers is different form retail customers and hence there are loan systems that cater to retail customers and those that cater to commercial or corporate customers. The other remaining steps of the loan process are handling by the loan system. This system handles the asset side of this business. Around the world. The loan process in a bank involves multiple stems. most banks around the world separate the appraisal and sanction step and implement a system called a loan organization system. MIS is simple terms takes information from the General Ledger. The loan appraisal and sanction step. the fifth major ingredient is the management information system. the disbursement and monitoring step. * Branch transaction activity for today (list of all branch transactions) * Loan activity for a single customer or a group of customer. * N P A report for the entire bank for all transactions as of yesterday. This enables everybody in the bank to obtain the relevant information from the system in order to carry out their business effectively.The fourth major ingredient is the loan system. * Branch General Ledger report printed at the branch. The staff all employees including management. Loan Systems and present them to the bank / financial institution. Owing to the fact that a multitude of entities and processes are involved in the appraisal and sanction step.

They are not Core because they do not affect all areas and entities of the bank.Typically these systems are confined to a specific business department within the bank. 16 . maestro. Implementing core banking solutions is an HR issue Technology implementation in the banking sector has come a long and hard way from the time when certain banks gave their staff Rs 200 as hardship allowance to encourage them to use computers. Cirrus etc and possibly other systems that the bank may want to deploy in specific departments. Bonds * External System * Payment gateways * SWIFT * Shared ATM network * World Wide credit card networks. electron etc * World wide ATM networks plus. * Trade finance * Treasure * Credit Card * Mutual Funds * Stocks.

Core banking a challenge and solution for banks to changing needs Today banking industry has achieved more scope on the technology front than ever before. They need to take the right decisions and that too in an efficient and effective manner to get the highest returns on technology investments. many foreign banks have started creating a base here and are waiting eagerly for an opening. But none of this would have been possible without core banking and a centralized database. banks. There is the impending opening up of the banking sector to enhanced foreign competition. especially public sector banks. With the help of IT banks have been able to 17 . Change management One of the elements banks tend to overlook in implementing core banking solutions is that it is a human resource issue rather than a plain technology issue. risk management—such as the need to implement Basel II norms— and data warehousing are areas where technology implementation will be concentrated. Merely making cosmetic changes in how people are deployed during the course of implementation will just create chaos and be detrimental in the long run. Speed is of essence In the case of technology adoption. Future trends Going ahead. Earlier banks were just business enabler. Syndicate Bank that have successfully implemented technology solutions. banks like Yes Bank have the advantage of starting off with new technology from the beginning. Already. Delaying matters by adhering to time-consuming processes has a downside—technology-savvy clients move over to the new private sector or other tech oriented banks.New private sector banks like ICICI Bank and HDFC Bank were the early adopters. Banks need to take a holistic view to map and improve the basic processes through which they run their businesses including how productively they use their human resources. Technology is an enabler but each bank must constantly develop and refine their own strategy. There also have been banks like Canara Bank. IT is now a business driver for the banking sector. have to realize that speed is of the essence.

loan processing. This step has helped the bank to move in line with the changing market scenario. a major amount of expenditure involved in upgrading core banking architecture is something many banks may not be able to afford at present. To gain a periphery over their competitors and attend to customer demands effectively. Besides this fresh regulations and compliance requirements. a wrong system selection may cost tremendous opportunity losses. industry consolidation. CBS is an automation of banks across multiple delivery channels. maintaining secure data platforms. customer centric core banking environment which should be equipped with multi-currency and multi-lingual features. Under CBS banks are able to achieve a centralized processing mechanism and in turn provide an ‘anytime anywhere’ service to their customers. 9 Steps for effective Core Banking System Selection Core Banking System is the backbone of products and services that Bank offers. However. Currently. Canara Bank recently implemented CBS at as many as 1000 branches. about 75 per cent go toward maintenance of existing systems and certain that the business of the bank goes through smoothly. Although considerable progress in CBS implementation by banks has taken place but there is much more ground left to be covered. With an increasing competition and changing market dynamics. delivering cost effective products and services. all these factors have made banking far more complex than it used to be in the past. foreign exchange and service branch functionality. How does one select the 18 . With technology becoming a value differentiator. out of the total IT spending taken on by banks. without giving up on existing core banking modules which may still cater to changing needs. banks require the right CBS in place. For instance. meeting ever increasing customer demands and other strategic issues. Therefore to handle the increasing transaction volumes and do away with issues hanging around the current systems.implement Core Banking Solutions (CBS). Banking industry is getting globalize therefore banks need flexible. banks have been forced upon to keep updated themselves for newer obstacles every now and then. which is one of the largest implementations in the banking industry and has included agricultural loans. banks are required to take balanced steps by replacing old systems with new platforms. core banking applications have a set of challenges as well. Therefore.

this also ensures that the final ranking of vendors is on the basis of a Banks defined criticality rating. there is every chance of being carried away by certain good features of system or on the contrary. networking and third party software.  Best of Breed model: Determine applications/ IT components that best suit individual requirements 4) Define Evaluation Criteria – upfront: Transparency of evaluation process depends on defining the criteria upfront.some business domains are more critical than others. 2) Prioritize requirements – first thing first: Not all requirements are equally important.within the business area. be it customer demand on products and services. not purely on overall conformance of vendors. some are more critical and nee to be prioritized  Domain level. some requirements assume higher critical than others. Requirements could be classified as ‘data’ requirements or ‘processing’ requirements (e. for turn key assignment.best fit for a bank in most effective manner? How does one ensure that the selection process is made objective.g. to ensure that this is ‘owned’ by the business team. interest accrual). 3) Determine sourcing model –what suits the best? IT infrastructure involves selection of multiple ancillary applications and also other investments in hardware.  Unit level. 19 . or compliance requirement for business operations. When these criteria are not defined and frozen. There are two sourcing models:  Prime vendor model: Identify a one-stop-shop vendor. It is also important to have this done by the business users. a few limitations overshadowing other features. Defining all the requirements in detail is the foundation of a good selection process. transparent and focused? Expert advices following 9 steps for effective selection of core banking system 1) Define business needs –and have them owned: It is critical for banks to comprehend their business requirements –both present & future. It is important to classify requirements by their priority.

The important factor is on deciding “whom” to get this feedback from. and additional investment that might be required in data cleansing and migration. Core banking system renewal Core banking system renewal has. The critical element is in determining ‘what to ask”. costs. operating system. and what? Reference feedback is critical to make qualitative judgment on vendors’ track record of implementation & support. Investments in hardware. Database. transparent and focused: This can be a really tough balancing act. 7) Reference feedback – whom to ask. operations and services.5) Manage RFP process – be objective. Evaluating solutions for “what you want” and not what the vendors would like to showcase is the key to success. thereby enabling that the process is objective and transparent. It is impractical for anyone to remember marathon of demonstrations. 8) Define contractual terms – in detail: Care need to be taken to ensure that all that is required to be committed by the vendor-in terms of resources. are clearly articulated. for long. Established comfort level with existing technologies and 20 . 6) Evaluate solutions –for ‘what you want’: Banks get to review demonstrations once a decade whereas vendor makes them for living. should all be considered. timeframe. The scoring of vendor should be immediate and consistent. 9) Financial terms – read between the lines: Cost structures should not be just seen from the software license and implementation point of view. between the degree of detail one needs to get into for clarifying vendor queries. It has to be another bank that is similar to yours in terms of size. and the time window available for issuing of RPF. The success of implementation is directly proportional to the clarity and detail of the vendor agreement. The key factor here would be to ensure that information is provided to all vendors. etc. dependencies. been considered a strict nono by banks. networking. before arriving at the Total Cost of Ownership (TCO). training. and receipt of there responses.

once implemented. 21 . relatively comfortable margins that provided the luxury of overlooking operational inefficiencies. replacement of core banking solutions is it for large or small banks. 3) Bank’s business goals and alignment to leverage the new technology. This can be one of the greatest challenges for any institution. which can either result in the bank leapfrogging to a high degree of differentiation and an enriched customer value proposition. However. should be robust. 2) Dependence on legacy/vendor applications and impact on envisioned technology architecture. global or regional is akin to a heart transplant. which make the core banking transformation a successful experience. And core banking system renewal is often the only solution to their problems. Banks need to focus on key factors.processes. and finally. A core banking solution. the key challenges in core banking transformation are: 1) Vendor capabilities and credentials. the fear of the unknown. Broadly speaking. But the current competitive environment with increasingly demanding customers is forcing banks to take a reality check on their technology environment and ensure that their IT strategy is aligned to their business objectives. scalable and future-proof and serve the business interest for at least 10 years. or it can create considerable risks for the bank if the transition is not managed properly. have all ensured that banks steered clear of this subject.

renewing banking platforms involves prudent requirements analysis. technology and growing competitive forces. transforming core banking IT systems has become a pending reality for banking and financial institutions of all sizes. 22 . the availability of operational managers with futuristic mindset and continuous communication inwards and outwards. However. or incrementally modify them. Banks and other financial institutions are currently experiencing a number of challenges and pressures that are prompting reviews of legacy core banking applications with a focus to either totally or partially replace. Banking organizations are driving towards core banking systems transformations to re-establish themselves. application development and integration. CB systems provide transaction processing and account management functions underpinning traditional and contemporary banking products and services. Its success depends on top management involvement in the different transformation phases.Core Banking Systems Renewal: An Analysis The advent of Internet and communication technology has significantly transformed the business of banking. and technology decisions. software selection. It has also stimulated the development of Core Banking (CB) solutions that drive key banking operations. In order to keep up with dynamics of global markets.

Core systems reform projects are suffering significant overruns and past failures of such initiatives in the industry compromise their confidence. As part of the transformation.a large Indian public-sector bank chose i-flex's FLEXCUBE and IBM's infrastructure technologies and implementation services in order to upgrade its banking systems. The solution has also flawlessly supported the bank's launch of new products. mission-critical applications and integration services. and has also created some innovative additions. Banks have however realized that process development on replacement systems cannot simply be based on legacy capability. not how it should work. 23 . ABN Amro has been able to achieve considerable cost savings in operations. but will need to be weighed against cost factors. CEOs are quite aware of the titanic financial and human resource commitment demanded by renewal projects.Indian subsidiary selected Infosys as the vendor to phase out an older solution. i-flex and IBM provided a comprehensive IT plan. Case Studies of Systems Renewal (1) Syndicate Bank. Interestingly. (2) ABN Amro's. Third party packaged applications will most certainly be unfeasible to replace due to the investment and intellectual property poured into the solutions over many years. Replacing internally owned self-built capabilities does however provide a more feasible option. The challenge lies in the skill sets of analysts and to produce these new processes. It is this context that banks are now driving process re-engineering efforts to better serve customers and clients. While a number of banks are contemplating core banking systems reform. Rebuilding these applications will in most cases not be cost effective. Another dimension of renewal relates to the type of system asset. the way of doing banking resides in the systems affecting people's perception of how the world works.How Much Systems Renewal is Feasible? Although a majority of legacy systems in most banks are fast becoming obsolete. complete overhaul of the existing back office system that support core banking is a challenging exercise.

wireless. Thus internally the applications will deliver separate products and services but should converge so the customer can seamlessly hop from one application to another without feeling the difference. 2) Enabling multi-tasking Next generation CB systems will also be expected to perform several functions which most current ones are falling short.Core Banking Systems Reform: Future Expectations Next generation core banking solutions face high expectations from user communities. 24 . IP video surveillance and content delivery network. Design and architecture of the systems should facilitate rapid response to change which is often going to be driven by frequent redesign of business processes. bundling. One bank one architecture concept is seen as a potential benefit of technology convergence and standardization. This is a particularly difficult mindset to adopt especially when businesses are focused on differentiation and often reject the idea of commonality in their own context. customer care. The overall solution could embrace IP Telephony. flexible pricing. 1) Realizing one bank. These shortcomings include allowing product innovation. customer relationship management. They should be able to provide a comprehensive database for all business segments that support customer centricity and a functionality that allows smooth IT integration of new product launches in order to accelerate the time to market new offerings. one architecture In a few years ahead banks will most likely consist of a wide range of back-end applications supporting core banking. regulatory reporting and internal management information system at lower cost. integration of third party products and real time transaction processing. The remaining challenge resides with how an organization can actually identify and separate the common aspects of banking capability from its variations. IP ATM's and kiosks. Open standards and integration middleware will most likely dominate future core banking systems terrain giving way to the intelligent information networks that will transform banking business into a truly customercentric operation. A focus will be placed on enabling data integration for various purposes such as cross selling.

technology and growing competitive forces. renewing banking platforms involves prudent requirements analysis. Its success depends on top management involvement in the different transformation phases. find Open Source components easily at no or low prices. software selection. and once integrated these components can represent a majority of bank core system software. Open Source has no representation or meaning. The effect will be low technology costs for banks that could be translated into low fees for high quality products and services. Conclusion In order to keep up with dynamics of global markets. transforming core banking IT systems has become a pending reality for banking and financial institutions of all sizes. application development and integration. and technology decisions. the Open Source era appears to advance at a steady pace. One of the challenges is in the evangelical view that Open Source can replace all software offerings.3) Open Source-driven After the legacy and the ERP era.e. Ideally banks want to develop software by leveraging commoditized capability i. However. 25 . In niche vertical banking markets. and will only play a more significant role in the foreseeable future in horizontals. the availability of operational managers with futuristic mindset and continuous communication inwards and outwards.

Following are the findings in that survey- 26 .In year 2006 Accenture & SAP jointly made survey on Core Banking System in Europe.

13 a typical example of a class of back-office systems that is not mentioned by earlier definitions of core banking is the class of systems that process domestic and international payments. they state: 12 the survey explicitly defined core banking as the sum of all IT components that allow a banking institution to develop. the customer information system and the reporting tools. 27 . Yet this is an area that is receiving particular attention as a result of regulatory changes in Europe under the Single European Payments Area directive (SEPA). the loan accounting and servicing system. process. the General Ledger system.Uncovering the “Core” of Core Banking SAP and Accenture collaborated (under the auspices of EFMA. By comparison. In the survey. the European Financial Management and Marketing Association) on a worldwide survey of legacy core banking platform renewal in 2005. Data monitor. reflecting a typical retail focus. and manage its basic financial products and services effectively. including those from external providers  Securities (in some countries)  Workflow and business enablement systems The survey offers a fairly broad definition of core banking that recognizes that what is considered ―core may differ from organization to organization and may reflect the main focus of the business. formally defines ―core system as follows: Core system includes the deposit processing system. These include:  Basic client data  Deposit accounts  Loans and mortgages  Payments  Cards They may also include:  Complementary products and services. the emphasis may be different than for retail banks. For banks with a wholesale banking focus.

2. bankers solve these issues in different ways. Vendors and bankers have a different definition on Core Banking Systems. 4. Even though the issues are the same around the globe. 3. Issues are constantly growing and so the risk and cost for a future transformation. 28 . Most bankers agree on the target future core system architecture but few of them have a roadmap to get there. 5.Key Findings in the survey 1. Inefficient core systems have a direct impact into the business as it can be seen from the branch operations.

What benefits can a state-of-the-art core banking system bring – particularly in terms of putting the customer at the centre of a bank’s business? Patrick Weber -A state-of-the-art core banking system is vital to support the business to sustain the competitive edge and to deliver the bank’s strategy to the customer. banks will be able to meet the growing customer demands and to provide. be a significant improvement in service quality. with a very short time-to-market. With a modern CBS. 29 . Furthermore banks must adapt their systems from a risk perspective. Banks will. The organization must change to move from a product/account -driven organization to a client-driven. and has extensive experience in managing projects for core banking system replacement. However. Islamic banks share their risk with investors and borrowers. What challenges does rapid expansion in banking sector present in terms of core banking systems? Patrick Weber. There will. have a unified view of the customer across all channels and products. possibly for the first time. Banks in the Middle East must manage risks common to conventional banks as well as risks unique to Islamic banks. therefore.The core banking system (CBS) must be flexible enough to ensure quicker time to market for new products and simultaneously be scalable to handle the growth. including better client segmentation. banks must be aware that a modern CBS alone will not make the bank client-centric. He has over 15 years of experience in the financial services industry. A modern CBS will enable banks to better manage the customer relationship and will support the creation of a customer experience differentiation. a wide variety of personalized customer -centric products across all channels used by the respective customer.Following is the interview of Patrick Weber for a newspaper on 16th March 2009 (Patrick Weber leads the Core Banking and Payments practice in EMEA for HP. Q.) Q. he was CIO for a financial institution in Germany and Luxembourg. which is fundamentally different to conventional banks.

Green strategies around server usage. In General. Banks are keen to reap these cost benefits and reduce their running expenses. regulatory bodies and clients are putting pressure on organizations to take corporate responsibility seriously. Time-to-market for new products must be very short. banks are working to address their overall infrastructure with a view to reducing costs. Governments. power consumption and cooling do more than just benefit the environment. integrated banking. etc. 30 . Banks need to be innovative. This can work with legacy systems. Banks need to consolidate systems to simplify the overall operational landscape. These have been built up over decades and are costly and difficult to support and modify. real-time information and transactions. Banks must be able to meet the customer’s regularly changing demands for more channels. Banks must deliver what the clients want now and also anticipate the clients’ future needs. They also greatly improve performance and reduce consumption costs. as well as changing their CBS to achieve more agile processes.Organization.The main drivers are increasing customer demands and the need for banks to be able to innovate quickly and responsively and to reduce TCO while remaining compliant with ever-changing regulations. Client-centric implies cross-organizational thinking and teaming and a modern CBS can support this by providing a unified view of the client. but it is extremely expensive to stretch legacy technology to meet current demands. The green factor pressure is also growing. Regulatory pressure is mentioned purely for the sake of completeness. Many banks support their operations with up to 100 legacy systems. what are the pressures facing today’s banks? What is driving demand for CBS renewal? Patrick Weber. So. from a transactional relationship to an advisory relationship. Q.

The non-core banking applications are that of customer relationship management and human resources management among others. said: "Core banking has changed the `DNA' of banking in India. Mr. felt Mrs. Khandelwal (Chairman and M. Khandelwal. Sundara Rajan. Talking about the relevance and importance of core banking in the Indian banking system. A.K. Core banking solution has stabilized to some extent but lot more needs to be done to use the technology for retaining the existing customers and to draw a set of new customers.S. it can help innovate new products and services based on demographics and other factors and can also provide 24hour banking services to its customers. the banks have fought this and the entry into core banking has been rather smooth. Bank of Baroda.D. 31 . Bank of Baroda) Banks and financial institutions in the country might lay a major thrust to the adoption of packaged software in areas beyond core banking. though being capable of unlocking a huge potential. Indian Bank. Khandelwal felt that core banking has not made much difference in the Indian banking system in terms of reduction of cost. M. he felt. Chairman and Managing Director. Core banking offers a couple of advantages over the traditional system of banking. A.K. It is capable of handling more number of branches with minimum hassles.‘Core banking has not made much difference in banking system’ -Mr." Mr. He felt that educating the employees was a top most priority for the banks.. Chairman and Managing Director.

P S Sidhu. sufficient customer data was not available in the manual /old systems. Internet Banking and SMS Banking and reduce the stress on branch banking. Above all. the PSCB management also believes that this deployment will enable them to compete with private and public sector banks while offering improved customer service thereby retaining the existing clientele while wooing new customers. processes and products in 800 bank branches spread across Punjab. Lack of sufficient technical resources to manage a project of this size was also a challenge for us. Commenting on the expectations of PSCB from this deployment. 32 . the bank would now be in a position to offer many technology-driven channels to customers such as ATMs. Flexcube. “Enriching the data and cleaning it to upload to CBS took a lot of effort. was a major challenge that the bank faced.Largest Core Banking Rollout in Indian Co-operative Banking Sector Aug. In addition to this. “We expect the market to be increasingly demanding.” Having CBS at PSCB PSCB found that this CBS has improved the value. powered by Oracle Database and Oracle Real Application Clusters. 18 2008 Punjab State Co-operative Bank (PSCB) and 19 District Central Co-operative Banks have selected Oracle and Flexcel International as their IT partners to deploy Flexcube in the largest core banking rollout in the Indian co-operative banking sector. “It also enabled us to adapt to the changing scenario and maintain our customer information system to track relevant information on an online real time basis. said. had enhanced the efficiency with which Punjab State Cooperative Bank can deploy people. speed and flexibility of their product offering to customers.” added Sidhu.” Training of the staff members and making them embrace the new technology where manual processes still existed and technology adoption rate was much lower. MD. Sidhu also added. PSCB. This kind of deployment will enable us to gear up. With this.

In the second phase. The second phase of the solution implementation across 200 branches will commence shortly. Deployment of the solution in about 40 plus branches across 18 banks has been completed. “The deployment went according to plan without any major problem but for some delay in rolling out due to shortage of technical man power and clean data for migration. “We are working very closely with our implementation partners Flexcel on this. Sidhu quoted. “RoI of CBS would be felt in increased customer base and thus increasing the overall business and profitability of the bank.The bank has already built a robust data centre that is sufficient to manage the 800 plus branch roll out. Commenting on the roll out process. real-time banking to accounts from any of the 800 bank branches in the network. It will also enable standardization of products and services to customers. While adding to this. Sidhu further explained.” added Sidhu. PSCB will be able to enhance the efficiency of its transaction processing and provide on-line. We are already experiencing the benefits by increased productivity and customer satisfaction which is increasing the customer base. “We are very closely interacting with our technology and implementation partners to help migrate to the next phase which is very crucial in our technology upgrade plans. with increase in branches and transaction volumes under CBS. one of the building blocks for grid computing. With the deployment of Flexcube and Oracle Real Application Clusters. which is now part of Oracle organization.” Future Plans In the next phase. the bank plans to migrate 200 more branches and the remaining 550 plus branches in the third phase. enhanced Oracle Solutions would be required for the Bank’s growing needs.” 33 . With the planned migration of additional branches in phases 2 and 3. The roll out across the remaining branches will be completed as part of the third phase. PSCB has only completed the first phase of the roll-out.” The RoI Effect Although the bank is confident that this core banking implementation will benefit them not only to increase productivity but also control manpower and enable redeployment of manpower for functions that are critical to the bank's business. Sidhu also informed. the full benefits would be reaped.

credit cards. 2-in case of disconnecting. 1-a costumer can work on his/her account just as the origin branch that he/she registered. 1. The exact term usage may also be based on the part of the country you live in as is often the case with our language.a costumer can open an account and use it in every branch. as 'core' because it is a core or central to the banks business. that branch is out of work till the connection is repaired. Few banks survive from just retail banking services. Core banking is a centralized system and every data has been kept at the server side.Retail Banking Retail banking refers to banking in which banking institutions execute transactions directly with consumers. So. It is referred to. mortgages. 2-whenever the connection between a branch and the core is dismissed. In a retail banking. and so forth. at the end of that day). that branch still can provide services to its own accounts. they need those core business accounts that are perhaps more stable than retail business. every branch has its own portion of accounts and the changes will be synchronized with the center at a certain time (e. debit cards. Core Banking Charges of State Bank of India 34 . Where as "core banking" is often the very solid business accounts and commercial loans. So. rather than corporations or other banks. Services offered include: savings and checking accounts.g. Difference between core banking and retail banking? Often retail banking is referred to as "non commercial banking" this would be your common checking accounts and consumer loans. personal loans.

free. 50000/ per day Transfer to another SB/ CA at another CBS branch Issuance of draft/ B. Intercity (per transaction ) Upto Rs. Min Rs 750/.00 lac Rs.000/ Free.E. branches Deposit of cheques at No Limit home/non-home CBS branch. Max Rs 1250/ Deposit of cash at non home Rs. Rs 25/ per transaction Intra-city. drawn on any CBS branch / other banks 2 3 Deposit of clearing instruments at non-home CBS branch. 20.F 06. drawn on non-CBS branch/ other banks No Limit Same as above 4 Encashment of cheque at non. 1 Facility Maximum Amount Charges Rs.5.2008 Sr. Same charges as item ii above Same charges as in item ii above 5 Transfer of funds from home No Limit branch to third party accounts at another CBS branch Impact of Core Banking: 35 . 20000/ & upto Rs 5.Ch/ TT Same charges as in item no ii above + Issuance charges. Above Rs.09.50/1000. No.00/1000.25000/ per day.2/ per1000.00 lac: Rs 1. Above Rs.CORE BANKING RELATED CHARGES W.1. min.Cash withdrawal ( by the Free home branch account holder): Rs.

[5] Bank regulators: Core Banking Systems produce the required reports for regulatory bodies like the central bank. regional offices. branches etc: Using Core banking System. call center etc. can obtain the financial position from Core Banking Systems related the respective sphere of banking operations and thus help pinpoint potential problems so as to avoid crises. [6] Bank Share Holders: Core Banking providing the desired return to shareholders from banking operations Trends overtime on such data informs S. With appropriate authority employee as given above can help customers do their financial transaction. they operate the same year on year thus enabling auditors to focus more on systems and procedures at delivery channels like branches. large currency transaction reports etc. head office. branches etc. [3] Bank Customers: Can operate any of their accounts from any branch or preferred delivery channel and have access to his funds any time 24 hours a day. financial statement. [4] Bank Auditors : Ones accounts audited. regional offices. are all produced by either the deposits. about how the banks is doing and help take timely action to accelerate or improve performance. loan and General Ledger System. asset and liability reports.The Core Banking Systems have to satisfy the requirements of all the entities that form part of the eco-system of the Bank. NPA reports. or the loan or a combination of deposit. [2] Bank management: Executives / managers at respective locations. [1] Bank Employee: Head office.H. BIBLIOGRAPHY 36 .

businessline.com www.accenture.pnbindia. August 2008) 37 .Web Sites       www.statebankofindia.com www.wikipedia.com www.com News Papers  The Economic Times  The Hindustan Times Books  RBI Bulletin (January 2009.infosys.com www.com www.

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->