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Banking Solutions Consultance Et Infrastructure : Développement Sécurité, Télécom GUIDE Et Stockage ANNUEL

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Banking Solutions Consultance Et Infrastructure : Développement Sécurité, Télécom GUIDE Et Stockage ANNUEL LE GUIDE 2009 BANKING SOLUTIONS AU LUXEMBOURG • LES WORKSHOPS ITBANKER • LES ENTREPRISES SPÉCIALISÉES • L'ANNUAIRE DES PRESTATAIRES Guide réalisé par le service commercial d’ - Annonce Guide.pdf 4/12/08 10:41:53 SOMMAIRE Juillet 2008 Septembre 2008 Octobre 2008 Décembre 2008 Télécom Fund Industry Business Intelligence ECM & Storage Janvier 2009 Mars-avril 2009 Mai-juin 2009 Banking Solutions Consultance et Infrastructure : Développement sécurité, télécom GUIDE et stockage ANNUEL Juillet-août 2009 Septembre-octobre 2009 Novembre-décembre 2009 Janvier-février 2010 Outsourcing Applications d'entreprise : Finance : banque et Stratégie : et Resourcing CRM, ERP et ECM fonds d'investissement BI et BPM Retrouvez les Guides ITnews en supplément de chaque magazine CONTACT: Géraldine BARBAUT [email protected] Tél. : +352 26 10 86 26 SOMMAIRE Agility Orbium 4 Callataÿ&Wouters and SAP 5 BANKER IT Security IBM & Skillteam 6 SEPA : PSD and Exceptions & Investigations Ineum Consulting 8 Skillteam 9 WORKSHOPS Business Process Outsourcing - B-Source 10 Saas - Clearstream Services 12 Customer Centricity Avaloq 13 New Access 15 [email protected] Regulation & Risk FRSGlobal 16 +352 26 10 86 : Avaloq 18 Tél. Business Software Consulting 20 www.itnews.lu ourg : Callataÿ&Wouters 22 nternet I Clearstream Services 24 FICHES ENTREPRISE Deloitte 26 Piranha et Petits Poissons Rouges - - ERI Bancaire 28 : [email protected] • [email protected] - Layout FRS Global 30 : / IBM 32 : E-mail Ineum Consulting 34 KPMG 36 est un service Chef de projet New Access 38 www.raoulsomers.lu : +352 26 10 86 27 • E-mail - Orbium 40 PricewaterhouseCoopers 42 83 rue de Hollerich • L-1741 Luxembourg Grand-Duché Luxemb Siemens IT Solutions and Services 44 Raoul Somers Géraldine Barbaut - : Temenos 46 : +352 26 10 86 • Fax Annuaire des entreprises 48 Photography MAKANA S.A. Tél. Contact TIME-TO-MARKET AND AGILITY What is thinkable is also possible Agility is “the ability to move quickly and easily” and flexibility is “the ability to change / adapt to suit new conditions, situations or circumstances”. Applied to the financial sector, these two concepts imply that “change” and the “way to handle it” are at the heart of the concerns of today’s companies and most particularly of banks. In that respect, two different On top of that, the regulatory envi- as to enable financial institutions approaches can be taken ronment has also been enforced in to take advantage of those market towards change : recent years with regulations like opportunities. Everything in Avaloq’s Basel II, IFRS and MiFID. Given what strategy, from its release cycle to its • reactive, trying to adapt as best has happened to the financial mar- software architecture, focuses on one can to the external changes kets at the end of 2008, it is very likely innovation and the ability to be flex- forced upon the financial institution that this trend is going to continue. ible and execute fast. Some concrete by the surrounding environment. IT All these often mandatory changes examples are : (a) the fully integrated is frequently seen as a necessary generate extra burden for a bank’s software architecture avoiding data evil and the bank’s strategy will IT department, especially those with redundancy, replication or interface often be to adopt a purely cost- in-house developments or older maintenance ; (b) the open inter- centric behaviour. applications that are not evolving fast face concept providing an easy and enough and which are in the Decline standardised way of connecting third- • proactive, meaning that financial phase of their lifecycle. party systems to the Avaloq Banking institutions take a voluntary approach System (e.g. headquarter tools or towards change, enabling them to Finally, the major trend of mergers specific reporting engines) ; (c) fully adapt swiftly to external constraints & acquisitions in an ever more glo- parameterisable workflows (from front and also to be capable of deciding balised market requires agility from to back office including accounting) ; on new strategic action, vis-à-vis IT departments to adapt and con- (d) decision rules (for workflows, cost the market, to be one step ahead solidate their different systems. & fees, etc.) ; (e) the open object mod- of competitors. This trend has accelerated during elling engine that allows the creation these past months of financial crisis. of new and complex financial instru- How executives of financial institu- ments ; and much more. tions perceive IT depends on the All banks, whatever their size, have approach adopted. “Necessary evil, to adapt to these changes, whether Furthermore, in order for banks i.e. pure cost centre, or business they like it or not! It is simply a mat- to rapidly take advantage of this strategy enabler ?” ter of survival and nothing else but a flexibility, Avaloq provides a pre- Darwinian process. parameterised version of its software Since the arrival of the PC in the early (the Model Bank) enabling a fast eighties, the way we handle pro- Therefore, to remain on the com- implementation project. Changes, cesses and transfer data has been petitive edge of the market, financial adaptations and improvements are completely revolutionized : e-bank- institutions have to integrate these possible afterwards and can be made ing applications, straight-through external evolutions into their own by the bank itself according to spe- processing, electronic connections strategy. That implies quickly creat- cific needs. Thereby, the banks can to stock exchanges or brokers, on- ing and providing new products or quickly decide on and implement new line data-feeds are all (r)evolutions, services to the market, rapidly open- strategies without being dependent more and more complex financial ing branches to address new clients, on the software provider. The result instruments that need to be handled setting up IT or operational hubs is a shorter time to market. properly and in a secure way, etc. All (back-office centralisation, payment of these are examples of the changes hubs), etc. that have occurred in the financial industry and which banks have to Avaloq, as a software provider, puts adapt to or take advantage of if they every effort into supporting this “pro- wish to remain competitive. active” attitude towards change so 4 2009 TIME-TO-MARKET AND AGILITY Leveraging existing strengths In an ever-changing economic environment companies need to be endowed with the best tools and methodologies to allow the fastest time-to-market and software flexibility. The wealth management process is moving at a rapid pace to incorporate new products, processes, regulatory requirements and to address ever-changing customer demands. Service providers need to be able to respond quickly to business changes whilst leveraging application infrastructure to address new business requirements. While infrastructure is seen as a com- lies in standard, scalable solutions Due to the embedded SAP analyti- modity and therefore not the core built on the principles of service-ori- cal capabilities in Thaler, banks and business of a wealth management ented architecture (SOA).This use of wealth managers benefit from the firm, it is vital for banks to adapt their cutting-edge technology can assist advantages of a robust and agile service delivery and technology to banks in maximize their competitive solution, backed up by the lean cater effectively to client needs in their advantage, comply with the latest analytical backbone of SAP. Sophis- target growth markets. This includes regulations, minimize costs, and ticated analytics can be deployed, to achieving error-free transaction increase customer satisfaction. leverage the opportunities presented processing via an agile wealth man- by targeted clients to explore pros- agement platform to ensure a shorter Deployed on the SAP NetWeaver pects for cross-selling and fee-based time to market. However, outdated or technology platform, Thaler Wealth personalized advice. fragmented core systems often cre- Management adopts an enterprise ate obstacles for the front-office to service-oriented architecture (enter- Banks who comprehensively under- manage customers effectively and prise SOA). Integrated with the Thaler stand their clients will be able to maximize revenues. Core Banking solution, Thaler Wealth leverage existing strengths to trans- Management is a front-to-back office form and adapt their service delivery To meet the challenges of a more core banking solution from Callataÿ and technology to cater effectively demanding customer, stricter regu- & Wouters which includes pre-con- to client needs in their target growth lations, increased globalization, figured modules to enable a fast, markets. Technology is, without and stronger cost pres sures, banks low-risk implementation. Designed doubt, an important enabler in deliv- need sound, future-proof informa- with open architecture, the platform ering efficient actionable advice for tion technology that gives the agility offers the ability to integrate with Wealth Managers, but it is only a sup- to address arising market conditions third party solutions, adding a broad porting tool in the client-to-advisor and business requirements. For insti- range of features and functionalities. relationship, which plays a key role in tutions of all sizes, this technology Completely pre-configured and easy managing the bank’s customers. is the strategic weapon for surviving to implement, this powerful solution and growing in a fast-paced indus- can support a wide range
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