Based on many years’ experience of delivering solutions in high volume manufacturing and data processing environments we know that the route to agility requires
Based on this conviction, we decided to follow an alternative approach; data virtualisation. Virtualisation supports true ownership at source whilst avoiding or simplifying the data management issues that arise with centralisation.
Data virtualisation offers much greater business agility by federating the responsibility for delivering corporate requirements.
Our toolkit includes ProjectFusion, an advanced methodology which applies structure to help prioritise and manage a portfolio of enterprise level technology projects.
Gaining access to all of the required data in a timely and error free manner is often a bigger challenge than the original project goals – DataFusion offers a solution to these problems and can be tailored to your specific requirement and implemented in a tactical or strategic capacity.
Our Fusion technology has the power to collect data from its natural source and transport it (all) on the process journey. FusionChain is a business improvement platform, offering full transparency of process and data; each step is a zero-loss data enrichment giving a full audit trail.
Large volumes of data and complex operating models pose real challenges for corporations trying to maintain an effective controls regime. Our Fusion technology has the power to deliver the enterprise-wide aggregation and analytics needed to maintain an up to the minute view. Using native data from disparate systems, geographies and organisational entities, ControlFusion provides a real-time holistic view of the control environment with full drill down capabilities.
Corporations faced with continual change find themselves with a number of large enterprise wide IT projects, all competing for limited infrastructure and change resources. ProjectFusion is an advanced methodology which applies structure to help prioritise and manage this competing project portfolio.
Our founders have more than 100 years combined experience of delivering change and new technology to large organisations in the financial services and other sectors.
A unique combination of experience and technology will help you improve productivity and agility to world class levels for long term profitability and competitive advantage.
There is lots of talk about digital in banking from people such as Chris Skinner in his insightful blog The Finanser. Much of this discussion however is focused on the front office relationship with external customers, specifically about how to build a bank that is responsive to customers in the digital world. I believe that this thinking is too narrow, it is my belief that you cannot have a digital bank without a Digital Back Office. This needs to provide the important services to support the internal management of the bank, as well as the operational support for external customers.
On 23rd January 2015 the BIS published its progress report on BCBS239 Principles for Effective Risk Data Aggregation and Risk Reporting. This progress report was striking in a number of ways; first, despite a significant investment there was only marginal improvement in the banks assessment of their ability to meet the principles and worryingly in some cases banks reported a downgrade of their abilities. Second, banks' failure to recognise the fundamental importance of governance and architecture in ensuring overall compliance with all the principles, leaving significant reliance on manual processes and workarounds.
Following from my previous post on the IT spend in large banks, I suggested that too much spend was focused on the new capital adequacy measures, in particular Basel 2.5 and Basel 3, at the expense of spending on improving risk infrastructure at a more basic level, such as simplifying the dizzying number of duplicate systems and focusing on data quality issues. So how did we get into this mess?
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