Gartner BFSI Summit 2004

Reserve Bank of India - "The Road Ahead in Information Technology"
R. Gandhi, Chief General Manager (IT) - Reserve Bank of India

Reserve Bank of India has set an ambitious and aggressive program of reform over the past few years. As India continues to transform its financial services sector the role of the Reserve Bank is critical to ultimate success and full integration into the world's global markets. Banks are going to need to invest heavily in technology over the coming years.

Key issues to be proposed and discussed will include:

Reflecting on past policies and areas for change

Information Technology in the banking Sector-The Future

Global Dynamics - "Issues & Trends 2004 - 2007"
David Furlonger - Gartner

"Stop the world, I want to get off!" The pace of change seems to be constantly accelerating. Business strategists must continually ask themselves whether there will be forces for stabilization that will overwhelm the forces for change. Is it conceivable that, at some point, the economic and business model will stabilize?

By 2007, technology and business will be so closely related that it will be neither necessary nor acceptable to talk about "e"-business.

Whether the global economy is in an upturn or downturn, the primary sources of pressure on business performance will remain the twin forces of competition and globalization.

Innovation in materials, products and services will accelerate, reducing market windows and making the space for "followers" smaller and more uncomfortable

Indian Banking Sector - "Structural Reform or Maintaining the Momentum"
John Weste - Gartner

The Indian Government is poised to implement further major initiatives that will dramatically alter the scene for the Indian Financial Services sector and fundamentally change the business and operating environment for incumbent banks. This will create a highly dynamic environment characterized by very strong drivers for change. Issues to be discussed include:

Management and ownership structures

Regulatory and fiduciary requirements laid down by the Government and RBI

Capital expenditure and technology investment

Domestic and foreign competition generating more products and services at a lower cost to the Indian public

Capital resources, asset quality, and risk management programs

Customers, particularly the emerging middle class and small business sectors

Expectations and demands from the workforce and unions.

The Challenge of Technology Innovation
David Furlonger - Gartner

Technology continues to move from the back end to the front end of retail financial services delivery. This session combines emerging technologies research with results from Gartner's latest consumer survey and identifies how this evolution challenges both financial providers and industry vendors.

Separating the "ready for prime time" emerging technologies from those that are driven solely by vendors' hopes and industry buzz

Understanding consumer attitudes, behaviors and provider preferences

Balancing where and when technology maturation and consumer needs come together to drive development

Core Banking - Ensuring Investment Success
David Schehr - Gartner

Core processing systems are the backbone of banking IT operations. Changing times and increasing customer demands require new dynamics and flexibility from these systems. This session looks at the shifting roles and increased demands placed on core processing systems, and what banks and vendors need to do now.

Increasing competition and customer needs change the role and scope of core banking systems?

What capabilities will core systems need to accommodate multi-channel customer access and the widening sets of product and service offerings by banks?

How will shifting technology implementation and management models, including Web services, Real Time Access/Posting and Business Process Outsourcing (BPO) affect the development of core banking systems over the next three to five years?

Basel II - Lessons from the trenches
John Weste - Gartner

Since the recent meeting of the Basel Committee on Banking Supervision, a new realization has dawned on the senior managements of banks around the world. The Basel II accord will go ahead – having looked in doubt at various times – and the time is fast approaching when banks must move beyond arguments over complexity, pro-cyclicality and inappropriate incentives. They must start implementation. Key issues include:

Overview of the impact on banks

How banks around the globe are proceeding with the implementation of Basel II

Lessons learnt – pitfalls and successes.

CRM - Myths and Successes
Kristian Steenstrup - Gartner

CRM as a concept and as a software sector has seen negative backlash in the last 12 months. Documented failures and excessive costs with little return are contributing factors. In this session we will present the positive contributors and the negative contributors to CRM success.

What is the best approach to CRM

What will contribute to CRM failure

How will the CRM market evolve in the coming years

IT Architecture & Infrastructure - New Models
Robert Gout - Gartner

Financial Services IS organisations are increasingly stressed by multiple priorities and reduced time frames for implementation. To curtail and reduce complexity and to cope with the need for increasing speed, organisations must now look at Enterprise architecture initiatives as a key component of this task. These stresses are the result of a business environment characterized by:

Increasing speed in the transactional, decision-making and product/service/channel arenas.

Increased complexity emanating from the business environment.

Increasing accountability; to the internal IS organisation to provide business value, and to external to regulators, investors and customers.

Measuring Information Security Effectiveness
Steve Bittenger - Gartner

Organisations are challenged to define and prioritise opportunities to improve security effectiveness and efficiency. Unfortunately, constrained corporate budgets make it difficult to communicate needs and to justify funding such initiatives. By measuring costs, service-levels, and best practice adherence against a relative measure of risk, Gartner's TCO methodology offers a consistent, meaningful framework for managing and communicating information security effectiveness. Key issues include:

What non-technical models can help organisations consistently measure security efficiency and effectiveness

How can enterprises highlight security improvement opportunities through comparisons with other organisations

How can organisations objectively communicate their information security successes and opportunities, and justify needed resources

Channel Proliferation - What do customers really want?
David Schehr - Gartner

Channel proliferation and multi-channel integration are critical issues for banks and other retail financial services providers. But to succeed, providers and vendors must first understand which channels consumers want to use, and how they use multiple channels in complementary and synergistic ways.

Channel integration efforts and Customer interaction strategies

Alternate channels for services and marketing. How can Indian bankers and vendors use this information in their own planning?

Do alternative channels imperil provider relationships with their most valuable customers

Outsourcing for Financial Services - Are you giving away the crown jewels?
Michael Smart - Gartner

With the proliferation of service providers and solutions on offer, organisations must decide who is best placed to deliver services. Traditional services that were once the domain of financial service organisations have now become commoditised and are often performed more efficiently by external providers. Balancing risk, control and cost are forcing management to make tough decisions

What's on offer, and why is the outsourcing phenomenon continuing?

What should you outsource and how do you make the decision?

Lessons learned and how to avoid the same mistakes

Manage Risk Before it Manages you
David Furlonger - Gartner

Risk comes in many dimensions and can seriously impair the health of an enterprise. As corporations move to real time, so does risk. Risk can however, be identified, controlled, financed and leveraged to enhance profitability and improve overall company performance. Risk management principles must be applied across the enterprise. Here we examine the elements of an integrated program of Enterprise Risk Management.

What are the primary components of enterprise risk management

How do financial services providers approach enterprise risk projects How do financial services providers approach enterprise risk projects

What technologies are required to support enterprise risk management and what are the IT implications