Another year (nearly) over

It was all change at IBS Journal and IBS Intelligence this year. I joined as Senior Editor in February (having previously been Group Editor of rival banking technology title, FStech). Just in case you missed my debut Editor’s Letter, which can be found in the March issue of IBS Journal, I have almost 20 years of experience in journalism, during which time I have held senior editorial positions at and contributed to a number of business and technology-related publications. At FStech, I covered various financial sector technology topics, and my main areas of expertise include FinTech, core banking systems, Bitcoin and the blockchain, the European, US and Australian retail banking sectors, mobile payments and challenger banks.

As I’m sure you’re aware by now, IBS Intelligence has become a division of Cedar Management Consulting International, a leading global management and technology consulting practice. So, new owners, new Senior Editor, new Senior Reporter (congrats to Alex Hamilton who was recently promoted from the position of Reporter) and also this year IBS Journal underwent a major redesign. Out went the front cover stories, replaced by a more modern take on the magazine’s contents. And in came a number of new sections, with an increased focus on FinTech, including Startup of the Month (which has proved to be particularly popular), The Big Interview, Who’s Been Saying What? and The Month in Numbers. Some of our rivals have ditched their printed editions, but here at IBS Intelligence the magazine continues to be a major part of who we are.

The future of the banking industry

Every month we see huge developments and changes happening in the banking industry. In September, IBM released research suggesting that 65% of banks have plans to put blockchain projects in production in three years’ time. Meanwhile the CMA recently released findings stating that banks are not working hard enough for their customers, and the BBC claims more than 600 High Street bank branches have closed in the UK in the past year. On top of this, traditional retail banks are facing increasing competition from digital-first challenger banks such as Monzo (formerly Mondo) and Atom.

The changes aren’t just coming from within the industry, but also from a huge shift in customer expectations. 51% of US adults bank online, as do 47% of Europeans, and this number is likely to increase as more Millennials buy in to financial services. This is part of a wider customer attitude that banks should be using the latest popular technology to provide the best service to their customers. However, with new expectations and technologies emerging all the time, how can the banking industry adapt to this digital world?

Forget FinTechs, here come RegTechs!

You’ve just familiarised yourself with FinTech. Now it’s time to take a look at the innovation that rocked London 2016 FinTech Week: RegTech. The ambition: to manage all regulatory aspects, from the determination of ratios to risk mapping and KYC management.

These new players aim to address the following challenges:

FinTech Future: It's Burgers, not Bitcoins

The other day I was watching my daughter playing with a group of children at her nursery. I didn't quite follow the rules but it was a picture card game with the apparent objective of winning as many cards as possible.

After a short while a couple of smug-looking kids (you know the sort!) had mastered the game and accumulated the majority of the cards to the obvious disdain of the rest, including my daughter.

Banking is a battlefield

• For anyone who wasn’t around for the 80s, any karaoke bar experience virtually guarantees that the Pat Benatar tune 'Love is a Battlefield' comes to mind when anything is called a 'battlefield': banking included.

Sad thing is, when it comes to core banking systems, legacy status means any claim of 'we are young, we are strong, no one can tell us we’re wrong' is laughable at best, an utter lie at worst.

Application lifecycle management: moving from traditional to agile

Organisations are under an ever-increasing pressure to restructure their teams and processes to match accelerating market dynamics and release faster applications and services; faster release cycles require developers, testers and performance engineers to work in parallel. In addition, they struggle to have visibility and insight across different projects and into the work of distributed teams.

Deploying code and data with manual processes throughout the application development lifecycle are error-prone, expensive and time consuming. Moving code through development environments to Quality Assurance, then pre-production before going live, usually makes up 50% of the delivery effort. Managing of heterogeneous infrastructure of virtual, physical and cloud environment is a tedious and laborious job. 

The death of bank products has been greatly under-exaggerated

Source: Moven

Since 2005 I’ve been predicting the decline of branch banking. For almost ten years I fought bankers who decried my assessment that branches would cease to be the most important channel in banking, to be replaced by far more efficient mechanisms for revenue generation and relationship. Today the discussion is increasingly resorting to a sort of desperate plea — 'but branches aren't going to die completely, are they?' No one is saying branches will grow.

The UK, the US, Spain, and a host of other countries are seeing the lowest number of bank branches in decades. For the UK you’d have to go back 60 years to find lower numbers of bank branches than we have today, and 2014 saw the use of bank branches fall 6% in a single year — the biggest reduction ever. 

2015: The year fintech really took off

I have been tremendously excited to see how the FinTech sector as a whole has moved up to a whole new level this year. And what particularly excites me is the way two particular groups have seemed to really recognise the role of fintechs in underpinning economic growth.

By Anders La Cour, CEO of Saxo Payments

Core banking system mistakes, masterstrokes and predictions

• My previous blog, looking at the evolution of the core banking systems sector over my 20+ years, seemed to be well received and prompted quite a few memories and opinions among my peers. So I decided to do a second ‘Farewell to Cedar/IBS’ piece as I weigh up my next steps in the sector.

These are my ‘Top Five’ mistakes and masterstrokes and ‘Top Ten’ predictions. Let me know if you agree, any other worthy contenders? It would be good to get a debate going!

By Martin Whybrow, founder of IBS Intelligence

The core banking systems market: then and now

• As I prepare to leave IBS, the company I set up 24 years ago, it seems a fitting moment to take stock of how far the core banking systems market has come in that time.

By Martin Whybrow, founder of IBS Intelligence

Banking and financial services technology world, unite!

IBS Intelligence has launched a new global platform – IBS Chat – dedicated to increasing conversation and knowledge sharing within the financial services industry as a whole.

IBS Chat aims to bring industry participants together to exchange views and ideas, ask and answer questions on all matters relating to banking and financial services technology.

Banking technology in Asia: the place to be

Everyone who is anyone in the banking software space wants to do business in Asia, and for a good reason: the region is as buoyant as ever.

The established markets are getting even more sophisticated in their technology consumption (if you are in Singapore, why not try out an NFC-enabled wristband to pay for your commute, travel, shopping and eating out?).

The 'Pay' model is strong but the banks are still in play

The big guns – Apple, Samsung and Google – are dominating the mobile payments news cycle now that their respective ‘Pay’ platforms threaten to disintermediate the world’s banks. 

They won’t have it all their own way, though; banks are responding with their own platforms. But is it too little, too late?

Is it time to debate the Digital Only business model?

For many bank executives today, there are very real concerns about the impact on their business models by so called digital disruptors. The question is how long will that disruption last, and is being digital enough of a differentiator to create large corporate casualties?

If you are like me, then you must be getting tired of seeing messages about 'Unicorns' and how Uber owns no taxis, and AirBnB has no hotels blah, blah, blah.