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Performance and scalability case study of an Online Banking Application
May 2, 2017 | Written by: Surya Duggirala
Categorized: Garage | How-tos
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Co-author: Anu Ramamoorthy
- Demonstrate Bluemix can support 500-600 transactions per second (52 million API calls per day) at sub-second response time
- Showcase horizontal scalability with both static and auto scaling
- Demonstrate the platform stability running the application at peak load for more than 12 hours with consistent performance.
We believe that understanding the performance and scalability characteristics of the retail OLB application also helps guide successful deployment of related banking applications on the Bluemix cloud platform. This report begins with an overview of the case study methodology and concludes with observations and tuning guidance.
Workload overview
The workload simulates a customer-facing retail online banking scenario showcasing transactions like an individual account summary page. The end-to-end workload flow is shown in the diagram below.
The application design loosely follows the microservices design pattern and consists of two microservices exposing REST APIs. First, the “orchestrator” service receives REST API calls from the browser UI running account summary page with Angular.js. To render a UI page, the application requires two separate REST calls to the “orchestrator” microservice. Because of this, the workload transactions per second metric (which is defined as pages rendered per second) is only half of the REST calls/second handled by the application.
Second, the “stub” service, which represents back-end data requests, returns pre-loaded back-end data without actually invoking any back-end service; it simulates back-end service latency by putting each request into sleep for a set amount of time. The load simulation tools generate REST traffic.
Workload security is provided by the on-premises enterprise security reverse proxy (IBM Security Access Manager), a VPN connection to Bluemix Dedicated instance, and firewalls. The traffic is encrypted with SSL, which is terminated at DataPower® inside Bluemix and subsequently encrypted via IPSec inside Bluemix. The Orchestrator microservice is configured with Trust Association Interceptor (TAI) login module for Liberty Application Server, which allows it to authenticate ISAM credentials and decode user identity propagated from ISAM.
In our tests, we also used a shortened workload path which allowed us to generate workload traffic from Apache JMeter inside an IBM SoftLayer environment and dramatically simplify test setup using simulated ISAM credentials and user identities previously captured in full path end-to-end tests. Our tests did not detect any performance difference between full path and shortened path scenarios.
Test environment topologies
Performance tests were conducted on three different Bluemix Dedicated environments. The same OLB application is used across all three environments. Two JMeter load drivers were used to load the application with millions of HTTP requests using hundreds of concurrent clients. Both static and auto-scaling mechanisms are used to horizontally scale the application to support peak load. The sustained peak load was applied continuously for 6-24 hours as an endurance test to make sure that the application can withstand peak load for such a long duration without any stability issues.
The figure below represents the network view of the platform showcasing how the transactions flow in the platform.
As shown in the figure above, the initial REST call will go through Vyatta Firewall ①, DataPower Gateway ②, and GORouter ③ to reach the Orchestrator service ④ deployed in one of the DEA’s warden containers. The Orchestrator invokes an HTTP call to Stub service which in turn goes back to the firewall ⑤, DataPower ⑥, and GORouter ⑦ before it reaches Stub service ⑧ deployed in another DEA’s warden container. This route showcases the network hops in these transactions.
Even though Bluemix Local and Dedicated share the same Cloud Foundry architecture at the PaaS layer, Bluemix Local cloud platform has multiple options for IaaS. The test platform that is used for performance evaluations is based on IBM PureApplication® system (see the next section for more details).
Key configuration details of Bluemix Local used for tests in this report:
- Compute nodes of 4 DEAs with each DEA consisting of 4 vCPUs, 32 GB RAM, 16 GB disk, and 128 GB persistent disk
- IBM PureApplication System Gen 2 based hardware IaaS layer
- VMWare ESXi 5.1 Virtualization Nodes with latest Cloud Foundry version and the same version of vCenter
Performance results – Bluemix Dedicated
All traffic is encrypted with one-way SSL and all users are authenticated to make sure that the requests are coming through ISAM. To support the required peak load, horizontal scalability of the application is demonstrated through both static and auto-scaling mechanisms.
The figure below shows the static scaling scenario where more than 21 million HTTP requests were served by six application instances supporting a throughput of 1662 REST operations/sec (or 831 transactions/sec defined as page loads, as each page load requires two separate REST calls) with sub-second response time of 741 milliseconds exceeding the set goal of 500-600 transactions/sec at peak load. The sustained peak load is continuously run for about 6-24 hours as an endurance test for the platform.
Even at this peak load, only 25{07c2b926d154bd5dc241f595a572d3349d41d98f2484798a4a616f4fafe1ebc0} of the DEA’s capacity is used, leaving lots of room for other applications. The figure below shows the average CPU consumption of Orchestrator and Stub applications deployed in multiple DEAs (for example, the average instance CPU for the Orchestrator application is only 98{07c2b926d154bd5dc241f595a572d3349d41d98f2484798a4a616f4fafe1ebc0} which leaves almost 300{07c2b926d154bd5dc241f595a572d3349d41d98f2484798a4a616f4fafe1ebc0} available from other CPU cores for other applications).
Performance results – Bluemix Local
The same application is rerun on Bluemix Local platform using both static and auto-scaling techniques for horizontal scalability. The figure below shows the performance and scalability of OLB application running one JMeter driver sending more than 7.2 million HTTP requests generating 874 ops/sec exceeding the goal. The continuous stress tests were conducted at peak load for more than 24 hours to evaluate the stability of the cloud platform. The data in the figure is with auto-scale service dynamically provisioning multiple application instances based on throughput policy.
The CPU and Memory characteristics of the application during the 24-hour stress test were closely monitored. The CPU data shows that the platform has lots of room to grow even though total 10 application instances (five each of Orchestrator and Stub respectively) were dynamically provisioned to support the peak load.
Performance observations and tuning guidance
The comprehensive performance evaluation of the OLB application resulted in clear understanding of the performance characteristics of similar type of Java applications on the cloud. Some of the other major applications in the banking industry like wealth management, customer reward management, investment banking and others, can directly benefit from this work. This section will highlight some of the observations and recommend best practices for similar applications.
General guidelines for diagnosing performance problems
Typically, a performance problem can manifest in multiple ways. Some examples are low throughout, high response times, high CPU, or memory consumption. The root cause for these performance problems may be due to many factors, some of which are given below:
- Application architecture issues
- Network bandwidth or latency issues
- Insufficient computational resources
- Application or platform tuning issues
- Service integration performance issues
- Cloud platform issues like noisy neighbors
There are many tools that can be used to understand the performance problems and diagnose the root cause. Some of the tools used for this PoC are given below:
- Network tools to understand latency and bandwidth (many built-in and free tools available)
- Application level performance metrics on Bluemix can be obtained through tools like Dynatrace, New Relic, and Monitoring & Diagnostic APM services
- There are also many Cloud Foundry CLI tools available which can be scripted to get valuable performance-related data.
Impact of back-end service latency
One of the major issues that impacted the performance of OLB is back-end service latency. The back-end service latency is simulated in the Stub application. The normal mainframe back-end latency is around 100-200 milliseconds. Initial PoC used a value of more than 1000 milliseconds, which resulted in poor performance.
One of the main reasons for this poor performance can be attributed to the Liberty threading algorithm. The Liberty runtime has a sophisticated autonomic thread management algorithm which adjusts the thread pool size dynamically based on the workload, removing the need for any manual, iterative tuning. The default algorithm works great for normal latency scenarios as shown earlier, but should not be used for high latency scenarios, which can result in very poor performance as shown in this figure.
Guidance for high back-end latency scenarios
- Always measure the back-end service latency (typical mainframe latency is about 100-200 milliseconds).
- One way to identify whether there is any issue with back-end latency with Java applications is to observe the executor thread pool behavior at peak load using Dynatrace, AppDynamics, New Relic, or IBM Monitoring and Analytics Service.
- The figure below shows average thread pool usage metrics running OLB application at peak load with different back-end service latency values. The tool used is IBM Monitoring and Analytics service bound to the application. The chart on the left side shows thread pool usage with low latency scenario and the chart on the right side shows one for high latency scenario. This chart clearly shows the default Liberty autonomic threading algorithm works perfectly, managing the load with small number of executor threads in normal latency scenarios. However, for a very high latency scenario, the expected thread pool size is much higher and the default threading algorithm cannot adjust the thread pool size quickly, resulting in a performance bottleneck which can also be seen from the data at the cloud fabric level.
Even though you should first work towards reducing the back-end service latency, it may not always be possible. In those high latency scenarios, you should bypass the default Liberty threading algorithm by explicitly setting the executor thread pools in server.xml file of the application adding the following stanza.
The number of threads is application-specific and needs to be tested for each application depending on the back-end latency data. It also depends on the load and number of application instances. The general recommendation for a perfectly designed application is setting an initial thread pool size of twice the number of hardware threads available. But this number will be higher than that for a typical enterprise Java application as factors such as locking play a role in this. Also it is a best practice to evaluate the required thread pool size at peak load during QA testing and then add an additional 10-15{07c2b926d154bd5dc241f595a572d3349d41d98f2484798a4a616f4fafe1ebc0} more threads for any peak load fluctuations. But excessively large thread pool size with lots of idle threads can reduce the performance due to context switching.
Impact of sticky sessions on auto-scaling
Another important issue that needs attention is sticky HTTP sessions. While using the auto-scale service for horizontal scalability of an application based on various policies like throughout policy, memory policy and others, sticky sessions need to be disabled by adding the following to web.xml as shown in the excerpt below. Otherwise, if the sticky sessions are used, then the load may not be distributed uniformly among dynamically provisioned application instances, which will impact the horizontal scalability.
Java heap tuning guidance
The optimum size of an application instance depends on multiple factors, including the type of runtime being used like Java, Node.js, Swift, or others. For Java applications, the correct heap size can be found through some iterative testing at peak load. Verbose garbage collection data will be useful for tuning the Java heap. Even though it is always better to choose the right size to avoid Out of Memory (OOM) situations, the OOMs can be handled graciously by the platform and the load will be redistributed to remaining instances while the affected application instances restart.
The online banking PoC demonstrated that IBM Bluemix cloud platform is designed for mission critical enterprise banking applications. The PoC clearly showcased that Bluemix cloud platform can support the required peak performance levels (more than 72 million API calls per day with sub-second response time) with required agility and elasticity. The endurance tests proved the stability and resiliency of the platform. The performance of OLB is similar on both Bluemix Dedicated and Bluemix Local cloud platforms. The back-end service latency and the auto-scale session affinity need to be evaluated to avoid performance issues and they are equally applicable for most of the Java applications.
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References from the IBM Garage Method
- Performance testing
- Automated monitoring
- IoT real-time performance analysis (reference architecture example)
- New Relic: Collect, store, and analyze your application’s performance data
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- Data Flow Diagram for Online Banking System
Use Case Diagram for Online Banking System
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- Difficulty Level : Hard
- Last Updated : 06 Sep, 2021
The Use Case Diagram is a UML Diagram where the each use-case specifies the behaviour expected from software from the perspective of end-user and relation as well as provides brief overview for different components concerning interaction between use-case, actors and systems . The Use-Case Diagram is used to prepare, present and understand functional requirements of the system. Use-Case Diagram specifies exact context of the software being developed. It does not specifies order in which actions must be performed. Each use-case represents function of system which is either process-automated or manual.
Difference between <<include>> and <<extend>> in Use Case Diagram :
- <<include>> extends Base Use Case and it specifies that an Included Use Case must run successfully to complete Base Use Case. The Base Use Case is incomplete in the absence of an Included Use Case. The Included Use Case can be Base Use Case itself or it might be shared by a number of distinct Base Use Cases.
- <<extend>> on the other end , is used to add an Extended Use Case which extends the Base Use Case. Base Use Case can run successfully even without invoking/calling extended use case called Optional Use Case. The Base Use Case is complete in itself but under certain conditions it would require to refer to extension condition.
The representation of <<include>> and <<extend>> is as below :-
A user must provide appropriate details to securely Login. Software must check and verify the details at every attempt to Login. Here LOGIN is the Base Use Case and AUTHENTICATE is the Included Use Case .
If a user enters appropriate details , user is allowed to Login. However if the details entered by the user are incorrect, software must be able to catch and display problem to the user and allow the user to re-enter details. LOGIN is hence a complete use case. However under certain situations it might use action corresponding to INVALID PASSWORD. Here LOGIN is the Base Use Case and INVALID PASSWORD is Extended Use Case .
The Use- Case Diagram for an Online Banking System is as follows :
Here, we will try to understand the design of a use case diagram for the Online Banking System. Some possible scenarios of the system are explained as follows :
- A Customer is required to create an account to avail services offered by Bank. Bank verifies detail and creates new account for each new customer. Each customer is an actor for the Use-Case Diagram and the functionality offered by Online Banking System to Add Account is Use-Case.
- Each customer can check the balance in bank account and initiate request to transfer an account across distinct branches of Bank. Cashier is an employee at bank who supports service to the customer.
- A customer can execute cash transactions where the customer must either add cash value to bank account or withdraw cash from account. Either of two or both that is credit as well as debit cash, might be executed to successfully execute one or multiple transactions.
- After each successful transaction customer might or might not want to get details for action. Manager can check interest value for each account corresponding to transaction to ensure and authenticate details.
- A customer can also request loan from bank where customer must add request for loan with the appropriate details.
- The type of loan in accordance with purpose or the need for loan and term or duration to pay back the loan must be provided by customer.
- The manager of each branch of bank has choice to either accept or approve loan to initiate process further or just reject request for loan based on terms and conditions.
- The record for each employee of bank is maintained by bank and bank manages all employees of each branch of bank. The manager of each branch has choice to offer bonus to employees. Note here that each employee is paid as part of management of staff but promotion or bonus might or might not be offered certainly to each employee.
This is the complete design and description for Use-Case of an Online Banking System specifying the use of <<include>> and <<extend>> for certain specific Use-Cases.
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Case Study: Will a Bank’s New Technology Help or Hurt Morale?
- Leonard A. Schlesinger
A CEO weighs the growth benefits of AI against the downsides of impersonal decision making.
“If we grow too fast, we’ll break from the strain.”
“If we stop growing, we’ll be eaten for lunch by our competitors.”
Beth Daniels, the CEO of Michigan’s Vanir Bancorp, sat silent as her chief human resources officer and chief financial officer traded jabs. The trio had founded their community bank three years earlier with the mission of serving small-business owners, particularly those on the lower end of the credit spectrum. After getting a start-up off the ground in a mature, heavily regulated industry, they were a tight-knit, battle-tested team. But the current meeting was turning into a civil war.
James Donnold, the CFO, had just presented an update on Vanir’s aggressive goals: expanding to 15 branches, with loans and deposits increasing threefold in five years. Having already grown to five branches and $180 million in assets, the bank was right on track. But, James warned, competitors were circling, and Vanir needed to stay on the offensive. It couldn’t let bigger banks lure away the previously underserved customers that it had brought into the financial system or let new “fintech” start-ups with digital-only banking services disintermediate its business. Luckily, James noted, the company’s long-awaited new enterprise IT was nearly ready to go live, and it promised to greatly reduce the staff’s workload—by, for example, using AI to automate tasks like calculating pricing and credit lines for customers.
That prediction prompted Mariko Wang, the CHRO, to let out an audible scoff. She felt that aggressive growth had already stretched Vanir too thin and that believing IT would lighten the burden on employees was optimistic. “When was the last time a new technology created less work for anyone?” she asked sarcastically. 1
But then her tone turned serious, and she delivered her familiar—compelling—spiel: Working with new or underserved banking customers was extremely arduous. Vanir’s branches were open early and late to accommodate customers’ schedules. To make banking less intimidating, tellers and relationship managers were told to take as long as needed to answer people’s questions. They were trained to be unbiased, whereas some AI tools in the industry had come under criticism for discriminating against minority applicants. And that human touch was what drove growth; loan applicants often had such a great experience at Vanir that they transferred their other accounts to the bank, opened new ones, or recommended it to other small-business owners.
Vanir’s associates enjoyed above-market salaries but also worked harder than their peers at other banks. Considered “essential workers,” they’d even come in to the office during the worst months of the pandemic, managing all the loans that customers had applied for through the U.S. government’s economic relief package. But now employee engagement was down, absenteeism was up, and customers were starting to notice. 2 Net Promoter Scores had fallen, and comments in customer surveys included complaints like “hassled-looking teller” and “unhelpful manager.”
“Our people are our strategy,” Mariko said, locking eyes with Beth. “Without them happily serving customers, we’re just another bank.”
Off to See the Wizard
Leaving the meeting, Beth felt torn. She’d started Vanir to help hardworking customers who’d been neglected by large banks and poorly served by mismanaged community-development institutions. Her father had been a general contractor, and it infuriated her that the developers he worked for seemed to have unlimited access to debt while he struggled to secure a new loan to upgrade his tools and equipment. She suspected that most of the bigger players were interested in her customers only because they needed a certain number of small-business accounts to meet regulatory mandates and keep their banking charters; after luring small clients away with introductory promotions, the large banks would give them the same shoddy service that had held her father back. Meanwhile, the fintech start-ups were low touch and untested; they could leave their clients high and dry. 3
It hurt Beth’s soul to imagine that possibility, so she shared James’s fervor for quickly expanding to serve as many people as possible with the help of technology. The goal was to build a loan underwriting system that would apply proprietary algorithms to create a single score that signaled whether a loan should be approved and what the credit line and the interest rate should be. That promised to free up staff to focus on the face-to-face service that Vanir had become known for.
But building the enterprise IT had taken longer and cost more than anticipated. 4 Meanwhile, associates had become accustomed to doing the calculations and decision-making themselves, and an inefficient process had become routine. The staff also enjoyed the autonomy the process provided: Lending officers were encouraged to get to know their applicants and to combine objective criteria, such as credit scores, with subjective ones, such as personal character. Still, the strain on the employees was starting to show, and Beth took Mariko’s warnings about burnout seriously.
Would a shift to the new system help or hurt Vanir’s staff? Certain elements of the transition would require lots of busywork. For instance, along with the lending algorithms, the IT team had built a customer relationship management system that would allow a review of customer profitability across multiple products. Information on that now was stored in loan officers’ heads and hard drives, and getting it into the system would be laborious. As Vanir opened more branches, it would need to hire more associates, who would have to be trained (on, among other things, the new technology) by its existing staffers, further burdening them. Beth hoped that the new system’s birth pains would be short-lived and quickly lead to greater efficiency and lighter workloads. But she also worried that in the long term, Vanir’s earliest employees would miss the algorithm-free autonomy they’d become accustomed to.
Beth knew she needed to talk to “the wizard,” her white-haired, tie-dyed-T-shirt-wearing chief technology officer, Bruce Richards. “What’s the update?” she asked as she entered his office.
“Do you want the good news or the bad news?” he replied, chuckling. Beth frowned and crossed her arms.
“OK,” Bruce continued. “The good news is that the entire stack is ready to go. We can roll out tomorrow.”
“And the bad news?” Beth asked.
“The bad news is that the pilot we ran in the Lansing branch uncovered some, well, resistance.”
“The staff hated it,” Bruce said. “The feedback was that no one had time to learn a complicated new system. Some people refused to attend the training. Others brought their laptops to class and worked the entire time.”
“Oh,” Beth said.
“This isn’t unexpected!” Bruce interjected. “Learning a new system takes time and can be frustrating. You can expect a period of negative labor productivity before we see any gains, but that doesn’t mean the gains won’t come. 5 What matters is that we’re finally ready to launch. We can pull the trigger next week if you give us the go-ahead.”
“No,” Beth replied. “Hold off for now. We might have to delay. I need to think this through.”
Some Frank Feedback
Beth checked her watch as she collected her coat from her office—8:30 PM. So much for bankers’ hours. As she headed out of the branch where the executive team worked, she saw relationship manager Chantelle Williams, one of her first hires, at her desk, turning over pages in a file. Beth knew that Chantelle had two sons who’d been homeschooling through most of the pandemic.
On Chantelle’s desk was one photo of her kids and another of her first Vanir client—a bakery owner who’d had trouble obtaining a loan at other banks because of his prior issues with credit card debt. Following company protocol, Chantelle had looked more closely at his situation and realized that the debt had coincided with his wife’s illness four years earlier. Since that time his credit history had been spotless. Vanir had given him a loan, and in return he not only made his monthly payments on time but accompanied them with deliveries of his delicious cannoli. “I don’t stay late for you,” Chantelle had once told Beth after she’d thanked the manager for her long hours. “I stay late to earn school tuition for them”—she nodded to the picture of her sons—“and,” she added, shifting her gaze to the photo of the baker, “to make sure people like him can stay in business.” 6
“How are you holding up, Chantelle?” Beth asked.
“I’m living the dream, boss!” Chantelle joked, gesturing to the open file on her desk.
“No, really. How’s morale?”
“Well,” Chantelle said, “a lot of people are struggling. You combine the long hours with challenges on the home front, and it’s tough.”
“I know,” Beth said. “But I just spoke to Bruce Richards, and he said the tech solution is almost ready. Help is on the way.”
Chantelle sighed.
“What is it?” Beth asked. “Are you worried about the transition? There will be some work up front, but I assure you that—”
“That’s not what I’m worried about,” Chantelle interrupted.
“Well, then, what?”
“Look, what makes this bank special is that we are run by people, not by formulas. We can make a human connection with our customers. I just don’t think an algorithm can replace that. Truthfully, I’m worried that we’re going to end up double-checking the algorithm all the time or, worse, that it will end up hurting our customers.”
“Absolutely not,” Beth said. “I wouldn’t let that happen.”
“You know how you call Bruce ‘the wizard’?” Chantelle continued. “Well, have you actually looked behind the curtain? Are you sure this technology won’t just end up discriminating against the very customers we strive to serve?” 7
Case Study Classroom Notes
- Is this an effective meeting? How can Beth allow dissent while keeping discourse civil?
- Academics who study service organizations have found a strong link between employee satisfaction and customer loyalty.
- One way to make small-business customers more profitable is to force them to use self-service rather than customer service reps.
- Cost overruns are not unusual with enterprise IT projects. A study by McKinsey found that on average, large IT projects run 45% over budget.
- Some economists wonder if productivity gains have slowed in developed economies because new technologies make workers more distracted, increase task switching, and create more cybersecurity challenges.
- Showing employees their positive impact on customers increases their motivation. A 2007 study found that when call center agents soliciting donations for college scholarships met students their work supported, their productivity skyrocketed.
- How can Vanir ensure that its algorithms are free of racial or minority group bias?
After thanking Chantelle for her candor, Beth wished her a good night and headed for the exit. She knew she faced the biggest decision of her tenure as CEO. Should she rethink the implementation of Vanir’s new IT system, knowing full well that her employees were stretched thin but that a delay might allow competitors to pounce on Vanir’s current and future customer base? Or should she risk her employees’ trust and dedication by pushing past their concerns, sticking to her tech-enabled strategy, and forging ahead? She opened the door and stepped out into the cold Detroit night.
The Experts Respond: Should Beth go ahead with the bank’s expansion plans and IT rollout?
Bob Rivers is the chair and CEO of Eastern Bank.
The bank’s key differentiator is at risk. Beth should hit pause on the expansion. The clincher for me is that Vanir’s Net Promoter Scores are falling. Superior customer service is the foundation of the bank’s value proposition and the source of its competitive advantage. Beth should delay the enterprise IT rollout for at least a year.
The CFO is worried that this will provide an opening for fintech and large bank competitors. I don’t agree. Big banks are built for efficiency, so they typically do very little hand-holding for small-business customers and transfer much of the paperwork to them through self-service. The fintech approach is even more extreme—a customer might never interact with another human. And Vanir’s technology isn’t what’s most important, because it’s not what its clients are buying. What they want is great personal service and advice, and small-business owners in particular will stay loyal to a bank that provides it. That’s why Vanir must address the uptick in customer complaints before anything else.
How do you bring NPS numbers back up? Ultimately, Beth can take care of her customers by taking care of her staff. She’s already paying above-market salaries, but that goes only so far. Even the most dedicated employees may decide that well-paying jobs aren’t worth it if they’re being overworked and can’t see a light at the end of the tunnel.
So far the bank’s strategy of “character lending” and considering qualitative measures of creditworthiness has been successful. But many banks have taken a similar approach and failed, because human judgment isn’t always reliable, and as a rule of thumb banks need more than 95% of their loans to be repaid to stay solvent. Beth seems to have found loan officers who can exercise their own judgment to make good loans. But I wonder how sustainable and scalable that is. We recently acquired a bank that made loans in a similar fashion—what senior executives described as “working in the comfortable shades of gray.” That bank did this well, but it took more than 15 years for it to grow to $1 billion in assets. Vanir’s growth plan is far more aggressive than that—so its risk profile concerns me. I also question whether its goals are even realistic. The algorithm-enhanced IT system might be a welcome addition to the process, but it should be implemented thoughtfully and carefully when employees are ready, not in a rush right now.
Although Vanir’s CTO will be frustrated by a decision to halt the rollout, Beth can emphasize that she’s not killing it, just delaying it until employees are less stretched and the NPS figures come back up. Yes, IT-enabled scale will eventually offer advantages to Vanir and help make it more sustainably profitable. But the bank can’t relinquish what makes it competitive today.
Chris Yeh is a cofounder of Blitzscaling Ventures and the Blitzscaling Academy.
Beth should move forward with the IT rollout and business expansion. A fledgling bank can’t risk being outflanked by its competitors. She’s understandably worried about the new algorithms and the stress that implementation will cause employees, but I think she can assuage their concerns with a more measured, inclusive approach and better messaging that emphasizes the system’s augmented—rather than artificial—intelligence.
Vanir is at a pivotal moment. When a company starts out, its employees all know exactly what’s going on because they’re literally in the room when decisions are made. But this bank now has five branches and probably dozens of employees. Beth needs to change her management and communication strategy to handle the increased complexity.
First, there doesn’t seem to be any consensus on the desirability of the new tech or who’s in charge of rolling it out. James, the CFO, is an advocate but isn’t involved, while Mariko, the CHRO, is against it but is probably overseeing the training for it. Bruce, the CTO, seems to have designed the system without adequately involving the loan officers and relationship managers who will use it. These are flashing red lights. When a project is this far along, the team should be on the same page about it, and each person’s role should be clear and explicit.
The frontline workers who will use the system should have been consulted throughout, providing feedback to refine the product. Chantelle should not be worried that it will harm her connection with customers or be discriminatory.
Although competitive pressures call for Beth to implement the system, she needs to do so thoughtfully. She should characterize the launch as a beta release, slowly introducing the system in two branches and having employees work with the technology team to test and improve it. She should reassure staffers that it’s meant to be a tool to make them better at their jobs, not to replace them or change the culture of the company.
At the same time, she needs to lift morale by being both a comforter and a commander in chief. It will take sincere public expressions of empathy and compassion—to the entire workforce and individual employees—to address the extreme toll taken by the pandemic. But Beth must rally the troops around the growth plans, too, because people also want to feel they’re part of a winning team. She must explain that Vanir is currently in a sprint to ensure that it delivers on its promise of high-touch, technology-enhanced personal service even during the most trying of times.
The dynamic on her executive team also needs work. Her cofounders should not be sniping at each other. Disagreement is healthy; conflict isn’t. Given the trio’s history together, I suspect that the strain of operating during a pandemic is getting to them too. Beth should be up-front about addressing this with her executive team.
As Beth works to calm the current crisis and roll out the new tech, she must also undertake the harder and more important work of changing how she leads. I recommend that she start writing a weekly email to the entire staff or launch a private internal podcast with other team members so that people can get to know their coworkers, raise concerns, and perhaps most important, share stories that inspire them to keep going.
HBR’s fictionalized case studies present problems faced by leaders in real companies and offer solutions from experts. This one is based on the HBS Case Study “Athena Bancorp” (case no. 919517-PDF-ENG ), by Leonard A. Schlesinger and Sarah L. Abbott.
- Leonard A. Schlesinger is the Baker Foundation Professor at Harvard Business School, where he serves as chair of its practice-based faculty.
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Core systems strategy for banks
Serves financial institutions, helping them get their legacy technologies ready for the digital age
Specializes in getting legacy systems “digital ready”
May 4, 2020 Core transaction processing engines for banks—or “core banking systems”—have been making news in the world of banking technology of late. Some of the major global banks have announced partnerships with new cloud-based core banking systems providers. There have been a few instances in the US of these partnerships as well. Many small and midcap banks in the US and Latin America are known to be shopping around for new cores. This topic seems to have suddenly gained visibility in the US and the rest of the world
In this article we look at the forces that are raising the core banking profile, and at the alternatives available to banking leaders as they consider their technology roadmap.
Banks all over the world spend millions of dollars each on maintaining their core banking systems, which usually interface with tens or hundreds of systems. Core banking systems handle a high volume of transactions and are expected to function without interruption—prolonged outages can invite regulatory scrutiny, customer opprobrium, and significant loss of revenue.
Legacy core banking systems have traditionally succeeded in terms of reliability. Failures are rare, with some banks going without an outage for months, if not years. However, with the advent of digital banking, cloud, and APIs, banks have seen a significant shift in the way banking products and partnerships are constructed. Banks are now expected to process transactions in real time, be able to stitch together partnerships with fintech companies in a matter of weeks, release new features frequently, be able to scale (up and down) their infrastructure needs at will, and even execute on M&A quickly. Older core banking systems— usually designed for reliability rather than open architecture—may need to respond to this new requirement, which, to their credit, many are doing with alacrity.
In addition to the existential issues listed above, banks endure some tactical day-to-day pain points with legacy core banking systems. These problems vary from bank to bank, but include a dwindling engineering talent pool, excessive undocumented customization leading to a complex code base that can be difficult and risky to change, and various vendor-support issues.
In response to these issues, a new breed of core banking systems has emerged in the last few years. They are, or will be, cloud-ready and open-banking compliant, and, in some cases, have very advanced architectures that make frequent feature releases easier. Some of these systems are also pushing the envelope in customer experience and offering innovative and reasonable pricing schemes for core banking replacements. More importantly, they claim not to compromise on the core tenet of faultless transaction processing.
Most banking leaders are aware of the significance of their core banking system, but many do not have explicit strategies tied to the core. And as banking continues to be disrupted, the traditional core architecture may not be able to deliver for incumbent banks; and given the long lead times required for transitioning to a new core, they need to set their strategies in motion now.
The best place to begin this effort is by answering five questions:
Does our legacy core banking system require intervention?
What interventions are possible to stave off a full transformation, if a core banking replacement is needed, what are the options.
- What are the core elements of a good business case for such a transformation ?
What does a bank do next?
Another set of simple questions can give decision-makers a sense of the urgency of their core system problem (Exhibit 1). Affirmative answers to more than two of the questions indicate a potential problem and merit further intervention.
It is important to carry out this exercise dispassionately and in a business-risk focused manner. This does not mean taking a myopic view of the problem. If a bank believes that there are no problems now, but there could be in the future, then preparing for an intervention now may make sense. It is common for core banking projects to take two to three years to complete, so the assessment should be made considering a medium-term horizon.
Contrary to popular opinion, a “rip-and-replace” is not the only possible intervention—and often it is often actually not the right choice. Depending on the urgency, several responses are possible, ranging from small tactical changes to large-scale re-architecture. Measures like this can extend the life of a core banking system by as long as five to ten years, which is especially valuable for banks that lack the capital to install a new core banking system, have other near-term priorities, or want to wait until more advanced offerings come to market.
Many banks have used these measures (popularly known as “hollowing out”) to extend the service life of their core banking system by many years, with a lot of success, and more importantly without slowing down their “digital” journeys.
Exhibit 2 shows a (non-exhaustive) range of options available for extending the effective life of a core banking system. It is important to remember that these are at best medium-term measures.
There are two main options (with a few variations) for banks that conclude that they need to replace their core banking system: a traditional enterprise core banking system (self-hosted or as a utility) and a next-generation cloud-based core banking system .
Most current implementations are still of the traditional variety. But we are seeing an increase in banks of all sizes putting off traditional core implementations with the aim of experimenting with next-gen systems.
There is some evidence to suggest that banks will try and shift en masse to a cloud-based microservice architecture in the next few years. The core method of communication between machines will be APIs. Armed with a micro-service based architecture, the new core banking applications will become core enablers of the shift to this architecture. Traditional core banking providers have become aware of the need and potential inherent in a cloud-based microservice architecture; banking leaders should keep a close watch on developments here. We also expect to see some M&A activity between traditional and next-gen core banking system providers.
For now, there are four primary issues that prevent banks from replacing their core applications with next-generation core banking applications.
- The “at-scale” problem: Banks are very risk averse when it comes to core replacement, and rightfully so. Given how embedded these core applications are, banks tend to prefer a tried and tested system to replace them. It is likely that once the first bank successfully implements a large, “at-scale” next-gen core system, the floodgates of demand will open. We increasingly see banks willing to experiment with these players and put their own engineering resources to work to accelerate this trend.
- The “functionality” problem: Traditional core banking systems come with a range of product and process functionality and are made for heavy customization to meet the individual needs of the bank. Next-generation core banking systems are designed to support a slightly more limited set of products and processes, but with a versatile toolkit (a software development kit, or a repository of APIs), and fulfill additional needs using an ecosystem of fintech or traditional partners. This is the right architectural answer, as it ensures loose coupling and fewer customization problems down the line, but will take some getting used to for traditional banks. We see this as an opportunity for banks to start building their ecosystem muscle
- The “integration” problem: This problem is proving to be a little more intractable. Banks expect new core banking systems to integrate with their existing stack of channels, customer-relationship-management systems, data architecture, risk systems, and middleware—all of which are very difficult to replace and represent hundreds of millions of dollars of investment over the years, meaning they cannot be written off without causing significant disruption and losses. The problem is that this integration entails high risk and high cost. The incumbent core banking system has usually undergone significant customization and development, reflecting changes in business logic over decades. Untangling the integration from the old system and re-integrating the new core banking system is an extremely difficult exercise—the banking equivalent of a high-risk brain surgery. For a medium-size bank, the cost of this integration could exceed $50 million depending upon its complexity; for larger banks, $300 million to $400 million is not unheard of (based on estimates for traditional implementations). Most banks understandably have very little appetite for this sort of expense. Banks expect to avoid this problem by installing next-generation core banking systems separate from the current stack, migrating customers gradually into the new stack over time and executing a “reverse-takeover” of the old stack. We believe there is a significant opportunity for banks to use this as a forcing mechanism to decommission their redundant systems, simplify their product set, and improve their technology skills, specifically in the areas of cloud, API based ecosystems, and automation in general.
- The public cloud problem: There are a few other issues related to core banking systems on the public cloud. Most banks are just finding their feet in this arena and starting to come to grips with the security implications of the cloud. It will take some time for banks to start storing public data on the cloud without any fear. We see a lot of positive momentum in this area, with “neo banks” leading the way. We also see very sophisticated; and constructive engagement by regulators as far as cloud hosting is concerned. We anticipate that as banks start honing their cloud operating models, this will soon become a non-issue.
What are the elements of a good core banking business case?
Whatever option is chosen, an initiative like core banking transformation requires a solid business case. This is not a trivial exercise: a core banking transformation is akin to replacing the foundation of a building, and is therefore not always amenable to a straightforward revenue-based business case. Traditional core banking replacements have tried to make their case by adding in cost-saving elements through process automation and clean-ups, but it has proven very difficult to pay for a core banking transformation purely through efficiencies.
Next-generation core banking systems may present some additional advantages in making a business case because of their architecture and business model. Some examples:
- Faster time to market for new products if they are truly API driven
- Faster set up of ecosystems
- Reduced cost of change if testing is truly automated and if core banking vendors follow a “train the trainer” model and not a “consulting plus model”
- Reduced upfront costs if the core banking vendor charges fees based on revenue-like events such as customer uptake or profits
The next steps for any bank depend, naturally, upon the context. For some banks, the core system is an urgent priority; for others less so. Some banks have an appetite for experimentation, while others prefer to be followers and wait for other incumbents to pioneer a new core banking system. In general, we expect that core banking implementations will become cheaper and their architecture will become more and more open. Irrespective of appetite for change, there are several no-regret moves banks can make now:
- Make a list of tactical modernization needs for the current core banking system, but invest only if there is a burning need. Minimize any strategic non-reusable investment on the current core banking system, unless it is expected to be the bank’s core system for the next decade.
- Maintain general preparedness for a migration. This includes maintaining a clean Chart of Accounts and a clean set of customer accounts. Ensure that duplicate, unpopular, or redundant products are minimized, and dormant accounts or inactive accounts are reduced where regulation allows it.
- If you can experiment with a new application, do so. If an affordable opportunity arises to set up a new stack using a next-gen core banking system, a bank should grab the chance to get learn about managing a core system in the cloud.
- Build up core talent. Start building up a core team made up of cloud specialists, data engineers, and core banking subject matter experts in product, finance, and operations. This core team does not need to be more than six to seven people.
Even if the core banking system is not an immediate issue for a bank, it is very likely to reach the C-suite agenda at some point. Next-gen cloud-based core banking systems are gaining more and more traction, and they will rapidly try to become natural alternatives to traditional core banking systems. Banks should start laying the no-regret groundwork and do all they can now to prepare for a migration to a newer system in the medium-term without neglecting tactical modernization of the existing core.
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Online Banking System Design - A to Z
By: Angelina Grin
Assemble a Team
Decide on strategies and priorities, submit authorized capital, establish connections, creat design based on tasks, make a list of tariffs and services, make online banking easy to use, use javascript or asp, use wire-framing prototyping, build targeted campaign, leave only features that meet your business goals, think about the interests and expectations of the target audience, allow users to leave a review instantly on your bank's services, don't forget analytics & monitoring, example system designing in internet banking.
Designing a modern internet banking system is a rather tricky task. At the same time, several online banking application development tasks are associated with processing a large amount of data coming almost simultaneously from several data sources. For example, information from the remote banking system, instant SMS services, various information systems must be received and processed in real-time.
Are you a computer science student at a technology educational institution, and do you think this mission is impossible? We have created a step-by-step instruction on how to create an online banking system design. We also offer a case study, term paper, dissertation help in the banking industry. Our team includes an expert who is well-versed in e-commerce, e-banking, information technology, and much more. We can help students of any academic level: school, college, university.
14 Steps to Developing an Online Banking Application
The web server or Internet banking application is a platform for constant communication between the banking business and its clients. The profitability of financial institutions depends on the reliability and efficiency of their work. Below you will find step-by-step instructions on getting started for an internet banking site to sell banking services effectively.
One head is good, but two, three, four are better. So the first step is to gather a team of banking knowledgeable people around you. You will need lawyers, economists, programmers, managers, investors, etc. Together with them, you will be able to draw up a well-thought-out and, therefore, viable Internet banking development strategy. If you don't have the finances for a team of experts, you can contact students studying in these disciplines or use our economics homework help .
Answer yourself to the question "Why?" - why should a user stay on your web page and transfer money to your bank? Why should people pay for services through your internet banking in online stores or services? Why should people use your financial services? Start from what answers should sound to these three "why." Based on these answers, build a strategy, prioritize changes to your site or mobile banking, and get down to practical implementation.
There must be money in the bank. The level of the minimum authorized capital depends on the country of registration of the bank - it can vary from $ 30,000 to $ 3,000,000.
Your internet banking needs a BIC bank identification code and a SWIFT code to become part of the financial world. In addition, to conduct transactions in currencies, either the permissions of the issuing central banks or agreements with correspondent banks that will process transactions in the respective currencies will be required.
Everything rests on the home page, the main menu, the structure of the sections, and the organization of relationships. The tasks of promoting and selling online banking services should subordinate the website design. Don't put design in the first place if it affects Internet users' simplicity, functionality, and efficiency with your web resource.
Study the specifics of the banking sector in your chosen jurisdiction and customer needs. For example, what tariffs and services attract customers? What banking transactions do they make most often? The information found will help you create an up-to-date and effective customer acquisition strategy.
Your bank's website should be clear at a glance. After that, you have 10 to 30 seconds to gain the client's trust, or he will leave the site. Therefore, a relevant custom site search, section structure, and intuitive navigation menu on the home page is the central place to start designing your online banking.
JavaScript is a full-fledged dynamic programming language applied to an HTML document and can provide dynamic interactivity on websites. ASP is a technology proposed by Microsoft for building Web applications. This technology is based on the introduction of unique controls that you can program into ordinary web pages.
Prototypes help make navigation intuitive, remove unnecessary elements, and track customers' main paths to get to or leave your site. Don't forget about calls to action, banners, and buttons, organizing elements, and how different sections of your site relate to each other.
There was a time when a bank could have the same deposit or credit card for everyone, and two interest rates were enough. It's that this time passed a long time ago: the design, the structure of the offers, and a set of promotional bonuses are needed separately for each group of consumers who come to your site or app. Personalization should start with the right CMS and plugins for content management and building targeted campaigns. Advertising on the site should be relevant, and the content you will give to search engines and social networks for various groups of your existing and potential customers.
Many banks were fond of various interactive pages, website decorations, often sacrificing functionality and common sense for the sake of PR or external special effects. Meanwhile, potential clients of the bank are not very interested in the innovativeness of your design. Instead, they are interested in the reliability of storing money with you, the convenience of the user interface, and the speed of online service. Full-fledged Internet banking for large financial institutions takes up to 8 months and turns into a rather large budget. Design and fashion trends are constantly changing, but the basic needs of Internet banking users remain. Therefore, design your website or application so that it works and looks equally simple, convenient, reliable on the screen of a laptop, smartphone, and tablet. Do not be lazy to make other language versions for those who do not speak your primary language.
The brand book and website design must match. Even if your internet banking does not have a single list of design requirements, make it recognizable. The most important thing is that the future borrower or investor must find on the site exactly what he expects to see there. The user must get answers to those questions that arise. The site should benefit your overall image and not just be a business card to attach to the quarterly reports on the work done.
The voice of the buyer of banking services is no less important than the voice of the visitor in a household chemicals store or a candy store. Whatever they like or dislike, they want to tell the bank's management. So give them this opportunity on your site. Sometimes user feedback can point to severe problems in client management or security holes in the site - it is not too wise to ignore this possibility. In addition, establish communication with the bank's customers on social networks, through mailing lists, or other online communication channels.
To find out whether an internet banking site is working or not, be sure to connect analytics and web monitoring services to it. The accumulated statistics of visits, views of specific sections, and the bank's products will help determine which you should promote services and services of your bank among the web audience. It is also imperative to monitor the conversion of visits to applications for deposits, loans, and other banking services. Every step and action on the site must be documented and evaluated through an analytics system.
The steps of system design in Internet banking are as follow:
- Firstly, the customer must request the URL.
- Customer login the system or creates a new account, and then the system checks user id and pin code.
- After the system checks the user id and pin code, then your system checks that this customer is valid or not.
- If it is valid, then that customer need to key in their OTP can access the machine so the customer can see the Main Menu page of the web banking website.
- Then the customer can choose from many menus such as viewing Username and Passwords, Account Information, Bill Payment, Funds Transfer, Payment, Pay Bills, Trading and Investment Services, Opening New Account, Remittance, and Update Customer Profile, Bank Account, Transaction History and so forth. For example, if the customer chooses the Funds transfer menu, the customer needs to select Transfer Funds types such as Funds Transfer to My very own A / C, Funds Transfer to Other A / C, and Funds Transfer Other Bank.
- Then customer needs to choose From Account, To Account, and Amount. After that, submit these details to the system.
- And then ensure the detailed information and click Confirm button to accomplish the transaction.
- Key in his / her iB Secure PIN code (for OTP) to complete this transaction.
- After logout, the customer needs to clear the cache for security reasons.
We have finished our exciting journey through the online banking system design. We hope you were inspired by this information to create a scientific article, project, presentation, or academic work. Finally, we would like to offer editorial assistance. You have to say, " rewrite my paper ," and our experts will save the text from typos, mistakes, or plagiarism in the shortest possible time.
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Case Study Hub | Samples, Examples and Writing Tips
Case study on banking system, banking system case study:.
A bank in a private or public institution, which functions in the sphere of finance and offers various loaning and depositing services to people.
Banking system appeared in the development of the human civilization with the development of the monetary system. Banks carry out various operations with money with the intention to have high profit. Every bank exists due to the loaning service, that means people and great businessmen who want to improve the quality of their business and invest money into it borrow money from a bank and have to give back bigger sum than they have taken. In order to make even more money banks offer extra services.
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For example with the help of a bank it is possible to pay taxes, send money to another person and pay for goods and services. In order to attract people banks offer deposit services. That means a person who has much money and is afraid of keeping them at home can keep them in a bank and even receive certain monthly or annual percent from the sum. The bank in its turn uses the money placed for the deposit for various purposes, mostly at stock exchange. Evidently, there is certain risk in keeping money in banks, because very often they bankrupt and do not return money to people cause big problems. Nevertheless, banking system is strictly controlled by the government and such problems occur quite rarely. Besides, there state banks which are responsible for the finance and monetary system of the country and they are considered to be the most reliable ones.
Today banking system is extremely developed and influences all the spheres of human life. One can not receive his salary, pay taxes and buy some goods without banks, because the money makes the world go round and banks as components of the system rule the world as well. Young people who research the topic of banking system should devote enough time to reading reliable books and periodicals to understand the key aspects of the phenomenon. One should analyze the advantages and disadvantages of banking system and draw wise conclusions and understand the topic well. The research of the case is more limited and less complicated as that of the whole topic. One should research the cause and effect of the problem of the case to present the full picture of the occurred case.
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Jan 8, 2021
TOP 25 Case Studies of Customer Experience in Banking and Fintech Design
This is a collection of the best UX case studies on creating and researching the customer experience in banking apps and Fintechs. All of these articles are extracted from Medium and arranged in consecutive order based on the amount of applause received by the time of publishing this article. This banking apps collection offers a wonderful opportunity to get instant inspiration from 25 insightful cases that demonstrate how to design modern digital financial solutions using the power of CX/UX methodology.
Post by Alex Kreger, financial UX Strategist/Founder of UX Design Agency
1. Light Bank App: 10 Steps to Delightful Mobile Banking
👏🏻 3.3k applause.
Case study by UXDA | Financial UX design architects
UXDA team spent several months designing Light Bank. The end result is based on experience gained by solving financial design challenges daily and driven by their passion to disrupt the financial world in order to make it all about the users and their needs.
We dared to create the simplest, most beautiful and delightful banking UI experience in the world, while maintaining the full-scale digital banking functionality.
The story about Light Bank has become one of the most popular banking customer experience case studies ever made, reaching more than 50 000 views on Medium alone. It has been awarded by globally famous international design awards such as International Design Awards (IDA), London Design Awards, A’Design Award, DNA Paris Design Award, and also nominated for one of the world’s biggest and most prestigious design awards─the iF Design Award 2019 and the Red Dot Award 2019.
UX Guide: How to Create Simplest and Most Beautiful Banking Design in The World
What if there was a banking solution designed by apple would all the other digital financial services be forced out of….
uxplanet.org
2. Shine Bank App: 80% Conversion Onboarding
👏🏻 1.7k applause.
Case study by Arnaud Babol
Shine is building a professional bank account for freelancers. So as their typical user can be an 18-years-old biker or 60-years-old man, they have to be both modern and traditional at the same time.
Throughout this article, I will explain how we’ve built our modern and classic onboarding with a 80% conversion rate.
Keep it simple, focus on an action, a screen should be designed to maximize the result, one action, one screen. Do not reinvent the wheel, always remember that “less is more”.
UX Case Study: Shine bank 80% conversion onboarding
Getting people to be interested in your product is hard so when they are taking the plunge and finally downloading….
blog.shine.fr
3. ITTI Digital Back-Office: Complete Digital Transformation
👏🏻 1.1k applause.
The main challenge of ITTI Digital when they started working with UXDA was to disrupt the banking industry by creating a never-before-seen core-banking solution 100% focused on the employees: a solution that would take into account all bank employees’ pain points, needs and daily tasks, thus making their job easier, enjoyable and more meaningful from a banking end-customer perspective.
Most banks reveal they are very afraid of making such a huge and revolutionary shift, changing a structure that has been working for decades, but ITTI Digital is living proof that it’s 100% worth it.
During the project, ITTI Digital learned to make users their main priority, and their perception changed dramatically. It felt like they had finally opened their eyes to what has always been right in front of them─their users.
UX Design Case Study: Complete Banking Back-Office Transformation
We are sharing an exclusive step-by-step case study that clearly demonstrates the huge power of ux design transforming…, 4. banking super app: hundreds of features in one mobile solution, 👏🏻 770 applause.
The presence of a large number of products and the flow of big data passing through the bank can become a promising basis for building a highly personalized banking ecosystem around a specific user. And, today, there are more and more advanced technological solutions of data processing and personalization through AI in banking accessible on the market.
However, despite the technological opportunities, the key challenge is delivering the super app experience in a clear and user-friendly way.
When considering how to create a banking super app, there’s an important question to answer: how will it work technically? As this kind of financial digital product is complex, a banking super app could rely on 10 digital banking trends.
UX Case Study: How to Create a Super App
The future of banking — the ultimate banking super app ux/ui design concept case study..
medium.muz.li
5. CashMetrics: Finance Management Service
👏🏻 761 applause.
Case study by Tubik Studio
CashMetrics provides support for retailers, mainly in the fashion segment: it helps to organize their operations and monitor cash flows. It is aimed at simplifying operational processes, with a key focus on tracking profits, shipping costs, and fees.
Mobile and web applications help to effectively manage financial and communication issues and this way design directly supports the business.
When it comes to financing, the first idea that immediately comes to mind is boring tables and complex calculations. So, the primary goal was to step away from dull, unclear, and overwhelming data presentation and make the service eye-pleasing and easy to use.
Case Study: CashMetrics. User Experience Design for Finance Management Service
Ux design process for cashmetrics, the service helping retailers manage cash and operate effectively: dashboard and…, 6. mastercard: pre-paid card management, 👏🏻 587 applause.
Case study by Davide Tremolada
MasterCard wants to allow users to manage their cards and solve problems in-app. To do that, they requested a redesign of the card management section, which would provide a clear and simple flow, where users feel secured.
We were able to work closely as a team, prioritizing a supportive approach to ideas and sketching instead of endless debating.
Using research and testing were fundamental steps into understanding the real needs and pain points of the users. More importantly, they gave us the knowledge to solve each step in an effective and smooth way.
MasterCard — Pre-Paid Card Management. A UX Case Study.
How to solve problems in-app, following users’ goals.
blog.prototypr.io
7. Fintarget Trading: How to Attract Newbies
👏🏻 585 applause.
Case study by Purrweb
The BCS team suggested the hypothesis: the company will attract more customers if it proves that investing is easy — even for those who don’t have any experience. To quickly test the hypothesis, the BCS team decided to get started with an MVP.
BCS had a perfect tool for newbies — auto-following. The service was popular among current BCS clients but no one from the outside world knew about it.
The team found a perfect balance between deadlines, complicated topics, and agreements — this was the block-by-block UI/UX design for MVP. As a result, Fintarget released an investment platform within 1.5 months instead of the predicted three.
How to Attract Newbies to The Sophisticated Investment World. A UI/UX Case Study
Using a real-project example, the purrweb team explains how ui/ux design can simplify investments for newbies..
productcoalition.com
8. VR / AR Banking: First Mixed Reality Design Concept
True mixed reality potential lies far beyond games; it’s a new digital platform that provides a revolutionary user experience. VR and AR technologies will merge digital content with the real world to create one constant reality.
We could say that the modern digital world as we see it today is only the basic preparation stage for the immersive mixed reality that we will fully experience in a few decades.
The only way to be ready for the revolutionary switch to VR/AR digital reality is to start generating ideas and concepts today. With this case study, UXDA team encourages the industry to view financial products through the lens of the future. As technological advancements are rapidly developing and bringing more and more benefits for the customers, this is a must for any company that strives to become more successful, not only today but also in the future.
Case Study: World's First Mixed Reality VR / AR Banking UX/UI Design Concept
Virtual reality (vr) and augmented reality (ar) are nothing new for passionate gamers, but, in other industries…, 9. bank of jordan: from 2,8 to 4,7 app rate in six months, 👏🏻 559 applause.
It took six months for the Bank of Jordan’s mobile banking app to go from a 2.8 to 4.7 star rating on Google Play. How? By teaming up with UXDA to create a comprehensive UX transformation. This changed the app dramatically, making banking more accessible and convenient than ever before for millions of customers in the Middle East.
In a step-by-step UX case study, we guide you through this unique digital transformation that completely changed the way so many people view their banking.
In the last couple of years, there’s been a “spring” of rapid banking digitalization in the Middle Eastern regions. Many huge and influential market players have launched new mobile banking apps for their retail customers. One such success story comes from a well-known and respected Middle Eastern bank─the Bank of Jordan.
UX Case Study: Use Empathy to Rise the App Rating from 2,8 to 4,7 in Six Months
It took six months for the bank of jordan’s mobile banking app to go from a 2.8 to 4.7 star rating on google play. how…, 10. islamic bank in qatar: creating omni-channel experience, 👏🏻 540 applause.
Case study by Atishay Goyal
A team of 8 developers, 1 Business Analyst, and 1 UX designer was setup onsite in Qatar to execute the revamp of CB’s digital presence and an Omni-Channel experience to its customers. This included retail, personal and corporate banking over web, mobile, ATM, call centers, and marketing channels.
We were not too focused on the competitor analysis as CB was one of the best apps in Qatar / Islamic Banking. Our major aim was to innovate and build something which ensures CB maintains the legacy.
In close collaboration with the marketing team, the design team came up with 7 factors (short-term and long-term) that would define the success of the new experience which CB offered. Initially was considered the HEART framework from Google and then cut short the parameters so that they can be measurable for an MVP.
UX Case Study: Omni-Channel Banking for the largest Islamic Bank in Qatar
An attempt to refine the banking experience of islamic banking with gesture and smart feature based workflow..
uxdesign.cc
11. Akuna: Personal Budgeting Reimagined
👏🏻 533 applause.
Case study by Denislav Jeliazkov
On average, millennials who carry debt report owing to a total of $27,900 (excluding mortgages), slightly less than baby boomers and about $8,000 less than the average amount Gen Xers owe. 34% of Americans don’t know how much of their monthly income goes toward paying down their personal debt.
I led efforts to evolve the service and address customer pain‐points related to the spending and planning experiences.
The team was focused on features related to solving some of the major desired outcomes found in the initial research. The app should be simple and easy to understand. Also, encouraging them to build financial habits.
Personal Budgeting Reimagined — A UI/UX Case Study
Contactless cards and online shopping sites make payment a breeze., 12. bitex: chinese stock analysis app, 👏🏻 516 applause.
The task was set to make a complete redesign of a live application Bitex oriented initially to the Chinese market. The application is an aggregator that collects data from world exchanges, processes it, builds the necessary charts and diagrams and displays this information in a user-friendly and digestible way. The main goal of Bitex is to help the trader decide on investments.
The fact is that many users from Asian countries believe that the more information is shown on the page, the better.
An interesting feature was discovered in the subconscious perception of color-coding. Here’s the simplest example: in Western resources about finance, the rise in the share price is indicated in green and the drop in red. Meanwhile, in Asian countries, everything is the opposite. Since investors planned to enter the Western market, we were forced to add a switch “color growth price” to solve this problem.
Case Study: Bitex. UX Design Challenge for a Stock Analysis App
When you start working on a new application as a ux designer, you never know beforehand what knowledge you might need…, 13. monese: smart transactions and spending breakdowns, 👏🏻 488 applause.
Case study by Monese
For the spending management features to be understandable, Monese needed to get the clearest data out of the raw, original transaction data. Using location databases and online resources, Monese was able to match the name of the merchant, the address and a lot of other details. In addition, Monese built a merchant service in-house, to show the right logo for most merchants and treat chains and stand-alone businesses differently. The result was a drastically improved look and feel, with richer, smarter insights.
Since we are not the first company to offer spending features, we didn’t want to just do what others are doing. We wanted to create the best solution, one that will fix the pain points of other services.
Monese took a lot of inspiration from music charts. Not just because “top lists” are amazing but also because they are built to keep you engaged and excited. A music chart, just like the Monese merchant chart, is always updating and can point out changes and trends.
UX case study: Smart transactions and spending breakdowns using location data
At monese, we want people to bank freely wherever they are without all of the annoying, sometimes impossible…, 14. igtb: corporate banking with 5,000+ screens, 👏🏻 412 applause.
Case study by UXDA — Leading financial UX design architects
In the world of banking, there are a lot of complex digital solutions. Among them are some truly exceptional ones, such as Contextual Banking Experience (CBX), a corporate banking product by iGTB (Intellect Global Transaction Banking), part of Intellect Design Arena. It consists of 5,000+ screens and is continuously growing. An outstanding effort was needed to integrate Design Thinking principles and UX design approach into such a huge banking solution development.
Working with Intellect Design Arena has been a remarkable experience for UXDA in many ways. It’s a unique opportunity to get a chance to work closely together with one of the world’s leading banking software vendors.
If we use the analogy with spaceships, mankind dreams about spaceships that are easily able to travel billions of miles through our solar system. Unfortunately, existing spaceships weren’t constructed for multiple takeovers and landings on other planets until the “SpaceX” program appeared, with an ambitious mission to land on Mars. iGTB has a similar mission in corporate banking to ensure huge, corporate, multi-account budget management with ease. Hence, the innovative iGTB solution was built.
UX Case Study: Building a Banking SpaceUX Shuttle
In the world of banking, there are a lot of complex digital solutions. among them are some truly exceptional ones, such…, 15. bkash: redesign of the first mobile banking in bangladesh, 👏🏻 396 applause.
Case study by pixorus studio
bKash is the very first mobile banking service provider in Bangladesh. People who have a mobile and a bKash account can utilize all of the facilities provided by bKash. This app is a simple, easy-to-use and highly secure mobile money app for sending cash quickly to people, recharging mobile balance, paying at your favorite stores and shops, making utility and other bill payments from home, and so much more.
Understanding the audience is the main thing to know, that is needed to develop something that works for users.
The challenge was to find out the proper number of active app user, interviewing them to find out more problems, make a solution, exploring new ideas/features and finally design something that really solves user’s problems.
UIUX case study: Mobile banking app “bKash” redesign concept. (Step by step process)
A conversation between the three team members of pixorus that drove them to redesign a new concept for a pioneer of…, 16. budgit: made with vulnerable customers in mind, 👏🏻 386 applause.
Case study by Jaymie Gill
budgit is a money management app that empowers and encourages vulnerable customers to control, maintain, and track their spending. Customers can get control of their money with a budget, gain awareness of their spending habits with insights, and access tools that assist them with financial management.
This project was created as my submission for D&AD’s New Blood Awards 2020 ‘Barclays UI/UX/IxD Digital Service Design’ brief.
Offering adaptive & accommodating digital banking tools and services, budgit supports vulnerable customers with everyday banking, helping them manage their money better, and in doing so, improve their mental & financial health.
‘budgit by Barclays’, a UX Case Study
Making money management work for mental health, 17. monzo: designing a better borrowing experience, 👏🏻 322 applause.
Case study by Juliana Martinhago
There are cemented mental models around credit. Especially when it comes to loans. Some people are averse to the idea completely. This is often because of previous bad experiences of their own, or relatives. It doesn’t matter how well you build your product, some people just don’t want to use it.
We want to ensure that if anything goes wrong, we’ve got our customer’s backs. Human customer service is one of Monzo’s key attributes and it’s not different with Lending.
Designers will always strive for straight-forwardness, speed and simplicity. However, in Lending, you might want to reconsider. Monzo’s loans flow has always been incredibly smooth, but during some of user testing sessions, many people felt it might be “too easy”, and that can be scary. You might not want to offer people a loan in a couple of taps, but you still can keep it simple, of course.
Designing a better borrowing experience
What we’ve been learning while trying to solve a challenging problem and make borrowing work for everyone, 18. accountable: a better solution to pfm, 👏🏻 296 applause.
Case study by Timothy Ogundipe
Accountable was designed to solve the problems around tracking of finances, access to financial records, spending analysis, budgeting and financial education.
Millennials want services that are immediate, reliable and offer a wide range of convenience.
We make use of money in our day to day activities. We spend money on what we want and what we need. Subscriptions and recurring expenses are ever-increasing due to our wants and needs. They begin to accumulate and get difficult to manage.
UI/UX case study: Providing a better solution to personal finance management.
Introduction, 19. instadapp: blockchain decentralized application redesign, 👏🏻 241 applause.
Case study by ULTIM STUDIO
InstaDApp is a decentralized application that allows individuals to track their distributed blockchain assets over a range of products and move them around based on real-time market data.
InstaDApp is a fairly new product and even though the overall product brings value to users, we‘ve spotted some UX issues that are undermining the user experience for power users.
If you are not familiar with what decentralized applications (dApps) are, dApps exist and run on a blockchain network in a public, open-source, decentralized environment and are free from control and interference from any single authority, unlike standard apps such as Airbnb or Uber that run on a system which is owned and operated by an organization giving it full authority over the app and its database.
Redesigning the InstaDApp Dashboard — A UX Case Study
Redefining the future of decentralized banking., 20. klarna: how to improve customer retention, 👏🏻 212 applause.
Case study by Peter Ramsey
Klarna is one of the biggest “buy now, pay later” services in the world, and you’ll probably have seen their logo in a few familiar places, like ASOS, Topshop, and Wayfair. The idea is that you can buy something from one of their participating retailers, receive the item, and pay for it through Klarna later on.
Nothing is certain, except death, taxes, and that customers will enter their personal details incorrectly on your form.
Well, let’s explore the UX mistakes that Klarna is making, and ultimately how they could improve their product fairly easily.
How Klarna Could Improve Their Customer Retention
And how you could, too, 21. loan management system redesign, 👏🏻 171 applause.
Case study by Julia Bondarenko
The old Loan system had an outdated UI and couldn’t support new business flows, which have developed over years in the industry. It was a stand-alone system, not included into the whole core banking system, which led to inconsistencies in the UI and data architecture.
The UI design was made to be easy for an eye, because users would typically work with the Core Banking system for majority of their work day.
The team updated the UI according to the new standards, also enhancing UX by intuitive flows and appropriate system feedback. New business flows were added to the system. The loan system was integrated into the complex architecture of the whole core banking system, accessible from multiple browsers.
Core banking system — a UX case study
This ux case study provides a detailed description of how i designed core banking systems as a senior ux…, 22. pre-trade analysis application, 👏🏻 78 applause.
Case study by Angel Bartolli
The application enables its users to test transactions and analyze the potential portfolio impact before applying the action. One should be able to experiment with the quantitative and qualitative characteristics of a financial trade across twelve funds to achieve the best and optimal transaction structure.
We analyzed the day-to-day job of 23 people, aged 28–51, for four weeks, during their business renewal period.
By using a concrete example, the case study demonstrates how well-designed financial user experience can reduce process complexity and cost, improve market responsiveness, and even reduce stress, which emanates from risk assessment and everyday decision-making.
Pre-trade analysis app — a UX case study
This ux case study highlights the fundamental problems and underlines the process through which i created the design…, 23. jenius redesign: solution toward a cashless society, 👏🏻 64 applause.
Case study by Floater
With Jenius, you’ll have full control of how you want to transact and manage your finance with your smartphone in a safe, easy, and smart way, just from the tip of your finger toe.
According to The Jakarta Post, the top five e-wallets based on monthly active users is GoPay, OVO, Dana, LinkAja, and Jenius. With the demographic users ranging from 20 to 35 years old.
Sometimes, with the redesign, there are remained new problems that may occur according to users. An in-depth interview may gather insights provided by users so that we can make our design better.
Jenius - All in one M-Banking Experience — UI/UX Redesign Case Study
In this our first case study, we want to share the process and decision made of how we redesign the jenius app., 24. erste bank: simplify banking for 300k seniors, 👏🏻 41 applause.
Case study by Madesense Digital
Erste Bank wanted to offer to people in their senior years smartphones equipped with our senior launcher and the new simplified banking app which is the subject of this case study.
Our screen design changed several times during testing, quite radically. The size of the font needed to almost double, seniors were not able to see the bottom navigation panel and they did not understand the chart on the main screen.
It works something like a visit to the doctor. We asked a lot of questions to better understand the needs of the business and its users. We dig deep for the reasons Erste Bank would want to create an application in the first place and how its functionalities should look to provide real value for older people.
How we helped Erste Bank to simplify mobile banking for almost 300k seniors | Case Study
It’s a holiday today and i finally found some time to look back a bit at how we created a mobile app for erste bank…, 25. swedbank: mobile app ux improvement, 👏🏻 35 applause.
Case study by Edijs Bogomolovs
Design is always human-centric first. If a modern website design doesn’t help a visitor find what they’re looking for, then even the hottest fonts won’t stop a potential customer from leaving. Great design happens when designers create products with their users in mind. We teach our students that in design, empathy comes first.
When I asked students to find UX problems that annoyed them daily, most of them mentioned Swedbank’s app.
We’re publishing this as a case study because we want to encourage critical design thinking, especially in UX design. Critical thinking shapes what we know and how we got there. Conscious practice helps us improve our processes and do things better. More efficiently.
Students redesign Swedbank’s mobile banking app UX
How we identified, prototyped and tested two ux improvements for a popular mobile banking app..
Adults struggle with finances but want their children to be successful people with good financial habits. Almost 60% of all working-age Americans have no retirement savings. At the same time, 49% of parents don’t know how to discuss finances with kids in an understandable and enjoyable way. Four in ten adults couldn’t cover a $400 emergency expense in the U.S.
We have to expand the horizon of banking apps by focusing not only on standard banking features and functionality but also on connecting finances with relationships between family members.
How could parents ensure their kids’ financial future? UXDA explored this challenge with a research-based kids’ banking app concept. It provides insights on how an app could impact family relationships, create a good foundation for their kids’ financial future and ensure a successful inclusion of children in the modern digital economy.
UI/UX Case Study: Banking as a Game Saving Children’s Financial Future
Adults struggle with finances but want children to be successful people with good financial habits. what if a banking…, more from ux planet.
UX Planet is a one-stop resource for everything related to user experience.
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UXDA | Financial UX Design
Financial UX design agency that has added soul to over 100 banking and Fintech digital products from 36 countries | theuxda.com
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Sep 10, 2021
Digital banking system design —A UX/UI case study
This is a design challenge I completed recently as a part of the hiring process at a fintech company. The prompt is to design a new feature for an online banking system(web version) to help its customers to have a better understanding of their credit or debit card usage and behavior. I was requested to present an interactive prototype that includes the main page and the most important feature workflow.
In this case study, I will elaborate on my design process and how my reasoning and thoughts behind the decision were evolved in this short sprint.
Process overview
Given the time limit of the project, I followed the double diamond design process and accelerated through phases including understanding the problem, diverging on the solution, decision-making, prototyping /testing, and delivering the result.
Defining the problem
Instead of straightly dived into the user research, I first looked into the fintech market, trying to find inspirations and gaps among existing problems and solutions of online digital banking products.
Secondary research
With people nowadays are moving to digital channels faster and using the internet for daily use more frequently than yesterday, digital banking platforms now are in place for the majority of banks. Most banking or financial products are already functionally mature, and they are also pretty similar in terms of the service they are providing to their users.
According to research by Statista , here are some of the main pain points that users are facing when dealing with their financial management:
- The necessity of visiting offline banks
- Inability to track the dynamics of the balance
- Lack of knowledge in the spending categories
- Financial illiteracy, etc.
User research
To quickly understand the user insight and find out exactly what they need, I conducted an online survey using SurveyMonkey to collect answers and data.
I posted the survey on Reddit and also shared it in the WeChat groups asking for feedback. And I had a few short one-on-one interviews with my friend and a friend of my friend who works in the bank, asking them pretty the same open-ended questions to find out how they felt about certain features and their financial behavior.
I asked questions about the age, the frequency, and the functionality, and they were also asked if they have any concerns and frustrations when using online banking. Here is the summary of those answers
Based on the result of my user research, I got these key findings:
- 58% Millennials, 23% Gen Zs
- 43% use online banking to check balance most often
- 77% use online banking to monitor spending
- 68% dissatisfied with UI and workflow
- 33% mentioned concerns in saving and budgeting
Like what the double diamond principle suggests, after going wide, I went narrow and reached to synthesis phase. Then I was able to organize all of those unstructured research findings into structured themes and insights.
The refined pain-points can be summarized into four categories:
- Personalized experience. Some of the top retailers like Amazon, Netflix, are using customer behavior data and predictive analytics to create a personalized customer experience. Consumers especially millennials choose financial products based on how well they incorporate personalized experiences. So it’s the industry trend to use data analysis coupled with machine learning and artificial intelligence to offer a better user experience.
- Straightforward information. According to the survey result, the majority of users are using online banking to check balances or keep track of their card usage, so it is very important for online banking to provide information obviously, and also visually present boring data in an interactive attention-grabbing manner.
- Clearly and intuitively designed UI. A lot of banks face the problem of lack of usability, and the solutions they offer are mostly outdated and user-unfriendly, which had been mentioned a lot in the response of the online survey.
- Effortless financial management. Young generations have been used to living in a high-speed environment, so they are more inclined to the user experience of certain digital products that are simpler and easier, especially due to the lack of financial knowledge among the majority of them, the effortless management to banking is very necessary.
User persona
I then synthesized all my research findings into two user personas, which I created to make sure I focused on the right user and specified their needs and goals.
Redefining the problem
At this point, based on all the information I got and synthesized, I was able to redefine the original problem into
Following these structures, I came up with a list of features. Since this project didn’t request me to tackle a bunch of problems all at once, so I use the MoSCoW Method for feature prioritization.
Executing the solution
Information architecture.
I first built the information architecture of this online banking system to organize the content in a clear and understandable way, so that users could easily find everything they need without big effort.
A good dashboard for its user is like a room, it should be informative but also clean, organized, and predictable. You see all the essentials right away and you intuitively know where to find the rest.
Since the visual hierarchy must reflect the information hierarchy, especially in this case, data hierarchy is always expressed through the size and location of the widgets.
so I came up with this feature, a customized dashboard, to satisfy different users’ purposes and priorities. Users can select the widgets that they want to see on the dashboard, at any size and location, according to their own preference.
I created two workflows covering the balance breakdown and personalize saving goals. Statistics analysis plays a very important role in financial products, so I planned to apply interactive statistics graphs to provide users all necessary insights.
Hi-fi prototype
There are two different widgets, the ones with the white backgrounds are clickable, and those with dashed strokes are unclickable but include buttons or other inputs.
The solution for the interface is based on split views which solves many problems associated with limited screen space. The idea of split views is that the user doesn’t move in depth from page to page to get the necessary information, but remaining on one page.
Customize widgets
Statistics breakdown
Statistics analysis can be easily accessed. Diagrams break down the transactions into different categories, so users can see where their money goes. When hovering over a certain color of the diagram, the percentage of that category will be displayed.
The block containing the progress bar will extend once being clicked, and it shows a histogram which indicates the comparison between the spending of last month with the average spending amount of past 6 months, of every category. When hovering over each column, a pop-up indicator shows the exact numbers.
Personalize saving goals
Click the progress bar to start a new budget. All the choices totally depend on users’ knowledge of their expenses in different categories, so it is meaningful to provide users with data comparison within the last few months and help them make a better decision in choosing the right categories and saving amount. Once confirmed, the automatic modeling algorithm will calculate the exact number of spending limits in different categories based on your previous choices along with your expense history.
Export the report
Click the diagram, you will see a spending limit for each category, and the expense details. When export the report, you can choose the format, and whether it should include diagrams or not.
Here is a short video of the full workflow
What’s next
- Usability testing. Due to the time constraints, I wasn’t able to conduct structured usability testing with real users, regardless that I did casually show some of the screens and recording of the flow to some friends to hear their thoughts about them. If I had more time, I’d like to develop a more functional prototype with features I came up initially, and push the change to part of the users for A/B testing if possible.
- Refine the visual design. The company requested to focus on the workflow, not the color, so I didn’t pay much attention to the visual design. With more time, I would like to think about a better style guide and validate with users.
- Technical exploration. The key feature of the workflow I designed here implements machine learning, which is wild used in the finical products. If this project continued, I would like to work with engineers to see how this kind of algorithm can help users do better in their financial management.
What I learned
This design challenge was an excellent learning opportunity. Although there is still a lot of space to be improved in my design, and I believe there is no single perfect answer for a design challenge, what is important is that I gained valuable experience of applying the solution-based design approach to help users solve real cases.
Last but not least, special thanks to my friends and strangers who committed their time to participate in the survey and interviews.
And thank you for reading through my first design challenge experience! I will keep sharing my design thoughts along this journey.
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A self-taught designer with a passion for coming up with creative ideas and bringing delightful feelings. https://liangyin.work/
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Banking Technology Vision 2021
Research report.
- The past year has poked holes in long-standing norms about how banks operate.
- 99% of banking executives agree that the COVID-19 pandemic created an unprecedented stress test for their organization.
- While it will be tempting for banks to retreat to what they know, 2020 emphasized the need for a different path.
- Those that continue to have a clear-eyed perspective on digital transformation will emerge as the leaders of the future.
Masters of change at a moment of truth
The COVID-19 pandemic was a stress test of unprecedented proportions for banks, putting their technology architecture, strategy and workforces under immense pressure. For most, the crisis was a sobering experience that dispelled any illusions about how far they had progressed with their cloud migrations and digital transformation.
Yet amid the many challenges of the pandemic, silver linings could be found in how quickly banks were able to adapt to a new reality. Most worked fast to rebuild their business with a digital core that could support a more flexible workforce, a more agile operating model and a range of emerging customer needs.
Banks worldwide have generally weathered the crisis well, playing a key role in channeling unprecedented public-sector stimulus, displaying flexibility on payments holidays and short-term credit, and rapidly deploying remote interaction solutions to make up for the lack of face-to-face engagement.
Their next challenge, after making technology and business model changes in a matter of months, will be to sustain the agility and innovation beyond the pandemic. The leading banks understand that the pace of change isn’t likely to slow down anytime soon—and they also know that COVID-19 has accelerated changes that would otherwise have taken years to materialize.
The Banking Technology Vision for 2021 identifies the emerging technology trends that hold the greatest potential to disrupt the industry beyond the pandemic. The cross-industry survey sample includes some 700 banking IT and business executives from around the world to get their perspectives on the technology trends shaping the world of finance.
of banking executives say the pace of digital transformation for their organization is accelerating
agree that organizations are operating with a renewed sense of purpose
2021 tech trends
In this report, we identify five Technology Vision trends that resonate for banks.
Stack strategically
In the years ahead, banks will compete on their architecture. The winners will be those that build and wield the most competitive technology stack.
Mirrored world
Banks will be able to create living models of product lifecycles, customer behaviors and journeys, market scenarios and more.
I, technologist
Natural language processing, low-code platforms, robotic process automation and more put capabilities in the hands of those closest to the business.
Anywhere, everywhere
Beyond the pandemic, leading banks are considering how to transform remote work from an accommodation to an advantage.
From me to we
Banks are rethinking how they operate in the context of multiparty systems, Open Banking regulation and open data.
The ultimate guide to banking in the metaverse
Leaders will set themselves apart from the laggards in the banking industry by using the COVID pandemic as a springboard—with the winners embracing leading-edge technology to evolve and transform their business.
Accelerating transformation
COVID-19 catalyzed the biggest reinvention of banking since the global financial crisis. Now, senior leaders at banks are focusing on compressing what had been decade-long transformation agendas into two-to-three-year sprints. They know they cannot fall back on old practices if they are to get on the right side of the digital achievement gap.
Banks with a clear-eyed perspective are continuing to expedite their digital transformations, reimagining everything from their people and their data to their architectures and ecosystems. A new age of banking competition is dawning—one where architecture matters, and leaders will be decided not just on the success of their business plans, but on the ingenuity of their technology choices.
Banking Top 10 Trends for 2022
Michael Abbott
Senior Managing Director – Global Banking Lead
Fabrice Asvazadourian
Senior Managing Director – Banking, Europe
FERGUS GORDON
Managing Director – Africa & Asia Pacific Banking
DANIEL LANIADO
Managing Director – Banking, Latin America
Andrew Starrs
GROUP TECHNOLOGY LEAD – BANKING
Purpose: Driving powerful transformation for banks
Banking Cloud Altimeter
Frequently asked questions, what is new in banking technology.
Tomorrow’s leaders are looking at how they can build technology architectures that they can wield as a competitive weapon. The Tech Vision research for 2021 shows that 89% of banking executives agree that their organization’s ability to generate business value will increasingly be based on the limitations and opportunities of their technology architecture.
Amid the growing diversity of technology capabilities across the stack, banks are determining which combinations of technologies enable them to develop one-of-a-kind offerings for their markets. Cloud strategies and microservices are playing a key role as banks look to create an adaptive technology foundation and avoid being weighed down by their legacy systems.
What technology is used in banking?
Most banks have moved some enterprise applications, data & analytics and surrounding architecture to the cloud. However, many still rely on the same core banking systems that have powered their operations for decades. These legacy platforms are constraining banks’ agility in keeping up with the speed at which digital innovations, new regulations and rising customer expectations are reshaping the market.
Forward-thinking banks are thus evaluating how they can hasten the pace and mitigate the risks of migrating to the cloud and including their core systems. The rewards for those that succeed are significant. They will be able to drive down costs, achieve greater speed and agility, and create platforms that can support their innovation efforts.
Why is banking going more digital?
The COVID-19 pandemic prompted accelerated adoption of digital banking and payments tools and platforms among banking customers. A sharp rise in demand for remote services, frictionless payments, and new ways of building trust exposed what had been left undone with banks’ existing digital transformations. Leading banks are moving fast to close this digital gap.
What is next in digital banking?
Digital payments, mobile banking apps, and online banking experiences meet consumers‘ functional needs, yet the customer experience across most is broadly similiar and, often, emotionally void. The challenge leading banks are working on solving is how to create a differentiated experience, innovative propositions and a human connection when banking is in danger of becoming a faceless, price-sensitive commodity.
To set themselves apart, customer-facing banks need to be able to inject humanity at scale into their digital experiences. They need the capabilities to leverage internal and external data, and to engage digitally with clients in an empathetic way across multiple channels. An alternative approach is to become a utility that provides banking products and services that are embedded into other companies’ digital customer experiences.
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- Copy URL https://www.pbs.org/newshour/economy/what-to-know-about-the-silicon-valley-bank-collapse
What to know about the Silicon Valley Bank collapse
WASHINGTON (AP) — Two large banks that cater to the tech industry have collapsed after a bank run, government agencies are taking emergency measures to backstop the financial system, and President Joe Biden is reassuring Americans that the money they have in banks is safe.
It’s all eerily reminiscent of the financial meltdown that began with the bursting of the housing bubble 15 years ago. Yet the initial pace this time around seems even faster.
Over the last three days, the U.S. seized the two financial institutions after a bank run on Silicon Valley Bank, based in Santa Clara, California. It was the largest bank failure since Washington Mutual went under in 2008.
How did we get here? And will the steps the government unveiled over the weekend be enough?
Here are some questions and answers about what has happened and why it matters:
Why did Silicon Valley Bank fail?
Silicon Valley Bank had already been hit hard by a rough patch for technology companies in recent months and the Federal Reserve’s aggressive plan to increase interest rates to combat inflation compounded its problems.
The bank held billions of dollars worth of Treasuries and other bonds, which is typical for most banks as they are considered safe investments. However, the value of previously issued bonds has begun to fall because they pay lower interest rates than comparable bonds issued in today’s higher interest rate environment.
That’s usually not an issue either because bonds are considered long term investments and banks are not required to book declining values until they are sold. Such bonds are not sold for a loss unless there is an emergency and the bank needs cash.
Silicon Valley, the bank that collapsed Friday, had an emergency. Its customers were largely startups and other tech-centric companies that needed more cash over the past year, so they began withdrawing their deposits. That forced the bank to sell a chunk of its bonds at a steep loss, and the pace of those withdrawals accelerated as word spread, effectively rendering Silicon Valley Bank insolvent.
What did the government do on Sunday?
The Federal Reserve, the U.S. Treasury Department, and Federal Deposit Insurance Corporation decided to guarantee all deposits at Silicon Valley Bank, as well as at New York’s Signature Bank, which was seized on Sunday. Critically, they agreed to guarantee all deposits, above and beyond the limit on insured deposits of $250,000.
Many of Silicon Valley’s startup tech customers and venture capitalists had far more than $250,000 at the bank. As a result, as much as 90 percent of Silicon Valley’s deposits were uninsured. Without the government’s decision to backstop them all, many companies would have lost funds needed to meet payroll, pay bills, and keep the lights on.
The goal of the expanded guarantees is to avert bank runs — where customers rush to remove their money — by establishing the Fed’s commitment to protecting the deposits of businesses and individuals and calming nerves after a harrowing few days.
ANALYSIS: What Silicon Valley Bank collapse means for the U.S. financial system
Also late Sunday, the Federal Reserve initiated a broad emergency lending program intended to shore up confidence in the nation’s financial system.
Banks will be allowed to borrow money straight from the Fed in order to cover any potential rush of customer withdrawals without being forced into the type of money-losing bond sales that would threaten their financial stability. Such fire sales are what caused Silicon Valley Bank’s collapse.
If all works as planned, the emergency lending program may not actually have to lend much money. Rather, it will reassure the public that the Fed will cover their deposits and that it is willing to lend big to do so. There is no cap on the amount that banks can borrow, other than their ability to provide collateral.
How is the program intended to work?
Unlike its more byzantine efforts to rescue the banking system during the financial crisis of 2007-08, the Fed’s approach this time is relatively straightforward. It has set up a new lending facility with the bureaucratic moniker, “Bank Term Funding Program.”
The program will provide loans to banks, credit unions, and other financial institutions for up to a year. The banks are being asked to post Treasuries and other government-backed bonds as collateral.
The Fed is being generous in its terms: It will charge a relatively low interest rate — just 0.1 percentage points higher than market rates — and it will lend against the face value of the bonds, rather than the market value. Lending against the face value of bonds is a key provision that will allow banks to borrow more money because the value of those bonds, at least on paper, has fallen as interest rates have moved higher.
As of the end of last year U.S. banks held Treasuries and other securities with about $620 billion of unrealized losses, according to the FDIC . That means they would take huge losses if forced to sell those securities to cover a rush of withdrawals.
How did the banks end up with such big losses?
Ironically, a big chunk of that $620 billion in unrealized losses can be tied to the Federal Reserve’s own interest-rate policies over the past year.
READ MORE: Yellen says there will be no bailout for collapsed Silicon Valley Bank
In its fight to cool the economy and bring down inflation, the Fed has rapidly pushed up its benchmark interest rate from nearly zero to about 4.6 percent. That has indirectly lifted the yield, or interest paid, on a range of government bonds, particularly two-year Treasuries, which topped 5 percent until the end of last week.
When new bonds arrive with higher interest rates, it makes existing bonds with lower yields much less valuable if they must be sold. Banks are not forced to recognize such losses on their books until they sell those assets, which Silicon Valley was forced to do.
How important are the government guarantees?
They’re very important. Legally, the FDIC is required to pursue the cheapest route when winding down a bank. In the case of Silicon Valley or Signature, that would have meant sticking to rules on the books, meaning that only the first $250,000 in depositors’ accounts would be covered.
Going beyond the $250,000 cap required a decision that the failure of the two banks posed a “systemic risk.” The Fed’s six-member board unanimously reached that conclusion. The FDIC and the Treasury Secretary went along with the decision as well.
Will these programs spend taxpayer dollars?
The U.S. says that guaranteeing the deposits won’t require any taxpayer funds. Instead, any losses from the FDIC’s insurance fund would be replenished by a levying an additional fee on banks.
READ MORE: Silicon Valley Bank’s failure shakes companies worldwide, from wine country to London
Yet Krishna Guha, an analyst with the investment bank Evercore ISI, said that political opponents will argue that the higher FDIC fees will “ultimately fall on small banks and Main Street business.” That, in theory, could cost consumers and businesses in the long run.
Will it all work?
Guha and other analysts say that the government’s response is expansive and should stabilize the banking system, though share prices for medium-sized banks, similar to Silicon Valley and Signature, plunged Monday.
“We think the double-barreled bazooka should be enough to quell potential runs at other regional banks and restore relative stability in the days ahead,” Guha wrote in a note to clients.
Paul Ashworth, an economist at Capital Economics, said the Fed’s lending program means banks should be able to “ride out the storm.”
“These are strong moves,” he said.
Yet Ashworth also added a note of caution: “Rationally, this should be enough to stop any contagion from spreading and taking down more banks … but contagion has always been more about irrational fear, so we would stress that there is no guarantee this will work.”
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Another strong jobs report raises more questions about inflation and interest rate hikes
Economy Mar 10
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11 Followers. A self-taught designer with a passion for coming up with creative ideas and bringing delightful feelings. https://liangyin.work/. Follow.
The Banking Technology Vision for 2021 identifies the emerging technology trends that hold the greatest potential to disrupt the industry beyond the pandemic. The cross-industry survey sample includes some 700 banking IT and business executives from around the world to get their perspectives on the technology trends shaping the world of finance.
Yet, with the WePapers.com free database of professionally written Banking Case Study examples, the job is fully viable. Browse our catalog, spot a sample that meets your basic requirements and use it as a source of content presentation and organization ideas in order to put together your own unique Case Study on Banking. In case you lack time ...
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