BK Kalra
Jan 21, 2022

CIOs need to focus on keeping their IT infrastructure running smoothly, making better use of data and analytics, and getting the most from the cloud.

When undergoing a core conversion, bankers often assume that they need to convert, import and then integrate all of their archive data within the new production system.

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In today’s hyper-connected digital age, consumers expect their banks to deliver highly-personalized, high-tech services coupled with the convenience of anytime, anywhere banking.

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The combination of multi-jurisdiction risk reporting and increasing product complexity has created a data explosion within financial services.

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The banks most successful at creating break-through innovations aren’t one-shot wonders; they’re reshaping their organizations to cultivate and sustain employees and their ideas for creating new sources of revenue and customer loyalty year after year.

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Whenever we hear laments about banking’s supposedly slow embrace of the cloud, we beg to differ.

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I realized something about this new market of fintech the other day, where banks become financial systems integrators.

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Cloud technology has been in the spotlight recently due to the infamous iCloud hacking scandals.

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For those who have been in the banking industry for a while, the pace of change has picked up noticeably.

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After years of debate the battle lines have been drawn and it is clear what financial services institutions must do to succeed.

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Professionals who work in high-tension fields – pilots, police and soldiers – are prone to react to dire situations in either of two ways.

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What’s it going to take for retail banks to survive in this post-financial crisis, increasingly digital world? “The dual strategy of ‘New and Renew’ will be critical,” says Michael Reh, senior vice president and global head of Infosys Finacle.

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What does it mean to be an innovator in today’s global banking industry? It’s no longer just about digital but more about connecting customers with their banks in a seamless, omnichannel fashion in order to solve specific problems and issues, according to judges in the BAI-Finacle Global Banking Innovation Awards 2014.

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I was having a debate the other day with two bank CEOs.

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Most bankers would acknowledge that the profitability among their customers varies significantly.

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The long awaited announcement of Apple Pay, on September 9, promises to scramble the existing payments system in the same way that Apple’s Macintosh, ipod, iphone and ipad products upended the computing, music and telecommunications industries.

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Many pundits and organizations are declaring Big Data as the route to future success for banks.

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Retail banks have managed to get by for decades with complex, overlapping and aging IT systems.

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Technology and data analytics have transformed customer interactions in retail, hospitality and myriad other industries and have the potential to do the same for  financial services, where they can improve customer engagement, increase service levels and drive retention to create a true omnichannel experience for consumers.

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Bankers are spending a lot of time these days trying to predict what the bank of the future will look like.

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Looking across the banking industry today, it is increasingly apparent that strategic planning is broken.

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