Core banking transformation_measuring_the_value

Core Banking Transformation:
Measuring the Value
With significant initial investments and long payback periods before generating
substantial return, is it worth transforming your core banking system?
the way we see itBanking

The information contained in this document is proprietary. ©2013 Capgemini. All rights reserved.
Rightshore®
is a trademark belonging to Capgemini.
Table of Contents
1. Introduction 3
2. Drivers & Objectives 4
2.1. Internal Drivers 4
2.2. External Drivers 4
2.3. Transformation Objectives 5
3. Building a Business Case 6
3.1. Cost Analysis 7
3.2. Benefit Analysis 8
3.3. Payback Period 9
4. The Transformation Plan 10
4.1. Approach 10
4.2. Challenges 12
4.3. Key Considerations for Success 13
5. Conclusion 14
References 15
Table of Contents

Core banking transformation refers to the replacement, upgrade, or
outsourcing of a bank’s core banking systems which are an integrated suite of
software applications for processing and posting of transactions and managing
the accounting processes of settlement. These applications perform mission-
critical operations for a bank related to accounts, loans, payments, and securities,
and constitute the heart and backbone of the bank’s information technology (IT)
infrastructure.
The first core banking systems appeared in the 1970s and were mainly developed
in-house and ran on mainframes. Package-based solutions started to appear in the
1980s but were limited in their ability to handle large volumes. In the 1990s, new
players entered into this space with package offerings that were more open, flexible,
and customer-centric. The core banking solutions developed in the last decade
have focused on convergence of digital channels along with increase in scalability
and flexibility. These solutions focus on enhancing the mobility for the customer and
internal bank staff, and on achieving real-time channel processing and multi-channel
integration capabilities.
The core banking solutions of the future will be truly global so a bank can easily
deploy a system across multiple geographies. New core banking solutions will be
more scalable, adaptable, and process-centric than before and will be lean and
fast to be economical to deploy over the cloud and enhance the banks’ agility in
responding to competition and changing business requirements.
1. Introduction
Exhibit 1: Evolution of Core Banking Systems
Source: Capgemini Analysis, 2013; “Core Banking Systems Survey”, Capgemini, 2008
1970-80
• Core banking
systems were
developed mainly
during the 1960s
and 70s, which
provided basic
functionalities
for core banking
transactions
1990-2000
• New core banking
systems were
developed, which
were more open,
flexible, and
customer-centric
• Multi-channel
processing/
integration
• Adoption of SOA
and ASP
1980-1990
• Legacy core
banking systems
were mainly
product-centric
and were
developed in silos
2010-2020
• Focus on big data
and analytics
• Focus on
customer
centricity,
regulatory
compliance, and
risk management
• Focus on mobility
solutions
2000-2010
• Real-time
processing
across channels
• Multi-channel
platform to
facilitate multi-
channel
convergence
• Cloud-based
platforms
• Truly
global solution
• Scalable
and adaptable
• Process-centric
• Lean and fast
3
the way we see it

2.1. Internal Drivers
Core banking transformation is driven by the need for responding to internal business
imperatives, such as growth and efficiency.
• Product and channel growth. There are an increasing number of products to
cater to different customer segments. Furthermore, the number of channels is
expanding with time, which is increasing the complexity of multi-channel banking.
This has necessitated investments into modernizing core banking systems in order
to handle an increasing volume of product-channel transactions and payments.
• Legacy systems management. As legacy technologies are fast becoming
obsolete, fewer resources are available with knowledge on legacy technologies
and banks are forced to move to new technologies. The introduction of these new
technologies provides banks with real-time systems, flexible business process set-
up, and reduced platform costs through hosted and cloud-based solutions.
• Cost reduction. As banks look to improve internal IT efficiency in the current
macroeconomic environment, they are turning to core banking systems
transformation as a way to gain more internal cost savings. Today’s core
banking systems are aimed at consolidating several stand-alone applications
and optimizing existing costs associated with core applications and hardware
processing which helps banks reduce the high maintenance costs associated with
legacy IT systems.
2.2. External Drivers
Core banking transformation is also driven by the need to respond to external
business imperatives, such as regulations and competition.
• Regulatory compliance. Banks need to enhance their IT systems and
operations in order to comply with an increasing array of new regulations such as
Basel III, Foreign Account Tax Compliance Act (FATCA) and the Dodd-Frank Act
which are aimed at enhancing risk management and governance procedures and
improving transparency of banking operations in customer interaction.
• Customer centricity. Traditionally banking has been product-centric but now
products have become commoditized. Banking is now more customer-centric
and there is a new focus on customer service, single view of the customer, and
relationship-based pricing.
• Increasing competition. Banks are facing increasing competitive pressure
from new entrants such as online and direct banks running on new core
banking platforms. This is forcing traditional banks running legacy core banking
applications to decide in favor of migrating their core banking systems to
new platforms.
2. Drivers & Objectives
The introduction of new
products, channels,
and technologies
has necessitated the
transformation of old
legacy systems.
4 Core Banking Transformation: Measuring the Value

2.3. Transformation Objectives
Core banking transformation must have a proper business justification, such as
decreasing operating cost, improving operating efficiency, and growth in business.
Transformation objectives can be categorized under business, technology,
and operations.
• Business. Core banking transformation helps to standardize and streamline end-
to-end business processes. The transformation also helps to improve compliance
with new emerging regulations, which in-turn improves time-to-market for new
products.
• Technology. Core banking transformation replaces legacy systems and
thus reduces the costs associated with the maintenance of legacy systems.
The transformation also improves core applications through service oriented
architecture (SOA), and through improved interoperability of silo product-based
legacy systems.
• Operations. By achieving standardization of business processes, straight-
through-processing and elimination of manual operations, the operational
efficiency improves. The transformation also helps to facilitate the outsourcing of
non-core operations.
Exhibit 2: Objectives of Core Banking Transformation
Source: Capgemini Analysis, 2013
• Increase time-to-market
for new products
• Enable compliance
with new regulatory
requirements
• Generate more cross-
selling opportunities
• Enhance flexibility to
innovate in products
and pricing
• Achieve consistent
multi-channel
experience
• Optimize existing costs
associated with core
applications
• Reduce high
maintenance costs
associated with legacy
IT systems
• Achieve SOA replacing
siloed product-based
legacy models
• Build multi-channel
capability
• Achieve streamlined
end-to-end business
processes
• Increase interoperability
by standardizing
business processes
• Eliminate manual
operations
• Enable outsourcing of
non-core operations
Business Technology Operations
Objectives of Core Systems Transformation
5
the way we see it

A business case seeks justification for core banking transformation and involves
carrying out both qualitative and quantitative analysis. It lets decision makers agree
on the business objectives for transformation. A strong business case should be
built out before embarking on core banking transformation, as it requires substantial
investments in both time and money.
The business case starts with the setting of objectives and long-term business and
strategic goals, and includes targets for market share, future product portfolio, target
customer base, and reduction in operational costs. The qualitative analysis looks at
the benefits of transformation in terms of non-financial benefits, such as increased
brand perception, more satisfied customers, and greater competitive advantage.
The quantitative analysis looks at the costs and benefits in financial terms that accrue
to the firm post core banking transformation. This will be measured in terms of
what will be the total transformation costs involved and how much reduction will be
achieved in existing operational costs over several years.
Furthermore, transformation will happen only when there is a positive business case
as well as buy-in from all internal stakeholders on the need for transformation. The
decision makers will need to critically assess the need for investing into new systems
based on an assessment of the benefits vs. the costs involved along with the
possible transformation risks to ongoing business and existing systems.
3. Building a Business Case
The business case for
transformation includes
both qualitative and
quantitative analysis
along with a long term
commitment among all
key stakeholders.
Exhibit 3: Business Case for Core Banking
Transformation
Define Business
Case
Pursue
Transformation
Set Business/
Strategic Goals
Qualitative Analysis
Quantitative/
Financial Analysis
Continue with the
present core system
Positive
Business Case
?
Yes
Yes
No
No
Buy-in from
all Stakeholders
?
Implementation Costs
Maintenance Costs
Cost-Benefit Analysis
ROI Analysis
Payback Period
Business Benefits
Customer Benefits
Strategic Gains
Market Share
Product Portfolio
Customer Base
Operating Cost

3.1. Cost Analysis
Core banking transformations are costly and are made up of various upfront charges
for hardware, software, and vendor services, as well as recurring or maintenance
charges. Services from the core system vendor, such as implementation and
customization costs, can often exceed the initial license fee. Over the life of a core
banking system, the initial license fee comes to less than half of the total cost of
ownership (TCO) while maintenance cost or recurring license fee comes to an
average of about 18%.1
Transforming core banking systems requires changes to supporting systems,
interfaces, hardware, and network. There are training and change management
costs associated with re-skilling and re-deployment of people on new systems.
The TCO for core banking transformation therefore becomes quite significant when
measured over a period of time. The total cost of core banking transformation,
rather than just the initial license fee, becomes important in choosing a particular
transformation strategy.
Core banking
transformations are
costly and comprise of
significant implementation
and ongoing
maintenance fees.
Exhibit 4: Core Banking Transformation Costs
Upfront Costs Recurring Costs
• Initial license fee
• Customization charges:
–– System integration
–– Third party services
–– Training and change management cost
• Hardware charges including network
storage and security
• Recurring license fee
• Internal IT costs
• Other overhead
1 Core Banking Systems Cost Benchmark, IBS Intelligence, 2012
Exhibit 5: Average Cost Breakup of Core Banking
Transformation, ($ millions)
Other Software License Fee
Third-Party Services
Customization
Initial License Fee
Implementation Cost 3.5 20
2.6 13
2.2 13
2.0
0.8
0.6
0.2
Maximum cost
Note 1: The plot is comprised of 29 banks belonging to Tier 1 (>USD$500mn), Tier 2 (USD$100-500mn),
Tier 3 (USD$5-100mn), and Tier 4 (<USD$5mn) category, with a majority of banks belonging to Tier 3 and
Tier 4 category
Note 2: The core banking systems included in the survey are TCS Bancs, Infosys Finacle, Oracle®
FLEXCUBE, and Temenos T24
Source: Capgemini Analysis, 2013; Core Banking Systems Cost Benchmark, IBS Intelligence, 2012
7
the way we see it

3.2. Benefit Analysis
The business case for core banking transformation should be based not only
on the financial analysis, but also on the qualitative or non-financial benefits of
transformation, such as increase in operational efficiency, improved sales and service
capability, and enhanced regulatory and risk management.
As shown in the chart, core banking transformation produces cost savings through
labor savings, operational savings, reduced IT maintenance, and reduction in the
cost of deposits. Business gains come from higher revenues through increased sales
per customer and growth in customer acquisition.
Labor savings result due to reduced manpower requirements and improved
employee productivity. Operational savings come from front-to-back office
integration, which enables straight-through-processing and consolidation of
customer information. Due to replacement of legacy systems with a new technology
platform, the overall IT maintenance costs come down.
Core banking transformation improves competitiveness due to faster rollout of
products, product innovation, and product differentiation. This leads to intangible
benefits such as increase in market share and enhanced competitiveness due to
reduced costs of deposits.
Exhibit 6: Benefits of Core Banking Transformation
Support for organic
growth from an
agile and scalable
IT infrastructure
New analytical
tools for enhanced
competitiveness
leading to increase
in customer
acquisition and
revenues per
customer
Cost of deposits
comes down due
to improvements
in operational
efficiency, such
as reduced loan
approval time and
better straight-
through-processing
Branches can
cut down on IT
maintenance costs
by moving to a
common platform
and infrastructure
resulting in improved
back-office
performance
Gains in branch
efficiency, reduced
time-to-market
for new product
offerings, faster
clearing, settlement
and reconciliation
Automation of
manual activities
(record keeping,
transaction
processing) and
improved employee
productivity
CBSTransformationBenefits
Existing
System
Increased
Business
Reduced Cost
of Deposits
Reduced IT
Maintenance
Operational
Savings
Labor
Savings

The payback period
for core banking
transformation
stretches into years,
depending on the scale
of transformation.
3.3. Payback Period
Given the high TCO, the payback period for core banking transformation therefore
stretches into years. Initially, investments are higher due to high license fees and
software customization and integration costs. The benefits of transformation start
to trickle in only post-implementation and that may itself take anywhere from one to
three years for completion. Post-implementation, there are ongoing costs associated
with core banking maintenance and upgrades.
Exhibit 7: Payback Period for Core Banking
Transformation
Initially, investments are high and core banking
transformation projects have long timeframes,
before short-term benefits start to kick in
Average Payback
Period ~ 4.5 years
Range of Payback Period
(2.5 – 5.5 years)
0
0
2
4
6
8
10
1 2 3 4 5 6 7 8
Cumulative Beneﬁt
Cumulative Cost
Years
CashFlow($million)
Post-implementation, there are cost
savings and other business benefits
while CBS maintenance costs continue
In Full Scale (or Big Bang)
Transformation, the entire
core banking system is
replaced in one go
Source: Capgemini Analysis, 2013; Core Banking Systems Cost Benchmark, IBS Intelligence, 2012
Note 1: The plot is comprised of 29 banks belonging to Tier 1 (>USD$500mn), Tier 2 (USD$100-500mn),
Tier 3 (USD$5-100mn), and Tier 4 (<USD$5mn) category, with the majority of banks belonging to Tier 3 and
Tier 4 category
9
the way we see it

4.1. Approach
If the business case is not strong, then it would make both financial and strategic
sense for a bank to not go ahead with the transformation and continue with the
existing system. If the business case is strong, then an appropriate transformation
approach is warranted: complete replacement, outsourcing, or upgrade.
Replacement of the core banking system can be done either in-house or by
installing a core banking package solution from a vendor. Upgrading of the
core banking system is done either to a new release of the existing package or
by enhancing the existing functionality of the system. Outsourcing is done by
transferring the core systems to a third-party vendor and running the system over a
hosted platform (ASP) or over cloud.
4. The Transformation Plan
The right transformation
approach will depend
on the size of the bank
and the complexity of its
existing IT systems.
Exhibit 8: Approaches to Core Banking Transformation
Approaches to
Core Banking
Transformation
Outsource
• Transferring the in-house
core banking system to a
third-party vendor, which
runs the CBS on ASP or
cloud
Continue with Existing
• Continue with the existing
core banking system
because the business
case does not support
investment or there is
a threat to business
continuity
Replace
• Installing a new core
banking system in place of
the legacy system, either
by installing an industry
package or developing the
system in-house
Upgrade / Enhance
• Upgrading the existing
version of the core banking
system to a new release
• Enhancement or
re-engineering the core
banking system with new
features/requirements

An appropriate transformation approach is decided based upon the size of the bank
and the complexity of its operations and IT systems currently in place. As a result,
there are differences in how a small bank approaches core banking transformation
as compared to a mid-tier or a large-tier bank.
Large-tier banks prefer to develop their own custom systems in-house to meet
their business requirements. This is primarily due to the complexity of the operations
and the need for flexibility in the system to meet unique requirements. However,
substantial cost, resources, and expertise involved in building a new system has
forced many big banks to turn to purchasing vendor packages and customizing them
to suit their own requirements. Moreover, vendors with new age solutions such as
Oracle and SAP are gearing up their existing core banking solutions for large banks.
Exhibit 9: Tier-Based Core Banking Transformation
Strategy
Note 1: Tiers refer to asset size of a bank, where Tier 1 is greater than USD$500mn,
Tier 2 is USD$100-500mn, Tier 3 is USD$5-100mn, and Tier 4 is less than USD$5mn
Mid-tier banks prefer to go for package-based solutions with some degree of
customization involved to meet the specific requirements of the bank. A Bank-in-
a-Box approach provides pre-configured and pre-integrated solution components
which results in accelerated implementation timelines. This strategy is very appealing
for small to medium-size banks, which have low IT budgets and require low levels
of customization.
Small-tier banks prefer to go for complete outsourcing to a hosted or cloud-based
services provider, and the banks pay on a per-transaction or per-branch basis. In
this approach, the management of the data center and branches is outsourced to
a vendor.
Implementation Cost
Hosted Package
Bank-in-a-Box
Custom
HighLow
DegreeofCustomization
LowHigh
4
2 / 3
1
Bank Tiers
An ASP or cloud-hosted
solution provides for the lowest
costs (on a per transaction
basis) but provides for some
degree of customization and
control by the ﬁrm during
integration
A custom-build option allows
for a high level of customization
and control but has the highest
implementation cost and risk
A package buy option allows for
sharing of development costs
and implementation risk with a
solution provider, but with less
control and customization than
a custom solution
A bank-in-a-box CBS package
provides an end-to-end
business functionality to a bank
and can be integrated without
any customization, thereby
lowering implementation costs
11
the way we see it

4.2. Challenges
Core banking systems are mission-critical in nature, and transforming them can
cause significant business disruption during the implementation or deployment
stages. Banks have been running non-integrated back-office legacy applications
on various platforms, which increase the technical complexity of integrating these
diverse applications to a common core banking platform.
During a core banking transformation project, the risks and potential losses are very
high due to data migration, integration of multiple processes, and the consolidation
of multiple systems. Apart from the technological risk, there are various other
implementation challenges associated with core banking transformation.
• Time and cost management. Core banking transformation projects usually
have long project timeframes (spanning over years) and therefore there are
inherent risks of slippages and cost overruns. Project governance structure and
risk-management should therefore be an inherent part of project management.
• Measuring payback period. Core banking transformation projects usually have
long-term payback periods and therefore sometimes do not justify large upfront
costs. It is therefore important to measure a core banking solution’s return on
investment (ROI) by measuring efficiency ratios, business process improvement,
and strategic gains.
• Stakeholder management. Core banking transformation leads to significant
changes to business processes and IT systems and therefore it is a pre-requisite
to have buy-in from all internal stakeholders. Furthermore, since core banking
transformation projects usually stretch into years, long-term commitment from all
stakeholders becomes essential to its success.
• Resource requirements. Core banking transformation projects require a lot
of resources and significant investments over a period of time. It is therefore
important to adopt an appropriate transformation strategy that takes into account
the available financial and human resources.
• Change management. Core banking transformation projects need to deal with
significant change management issues, such as organizational resistance to
change, internal communication to all affected departments, and retraining of IT
and banking staff on the new system.
Core banking transformation projects therefore have to deal with several barriers to
transformation that may cause these projects to fail. A proper understanding of these
challenges must be incorporated into every core banking transformation plan.
Since core banking
transformation involves
large data migration and
integration of multiple
processes and systems,
such initiatives have
high risk.

4.3. Key Considerations for Success
In order to make core banking transformation a success, banks must carefully
evaluate key business and technology parameters including vendors and integration
partners.
Internal Considerations
Banks must evaluate their own ability to take on a large transformation project in a
few key areas.
• Business goals. Banks must align their IT strategy to their business goals such
as operational improvement, ROI, revenue growth, and cost reduction. The
business goals set must be for a future timeframe of three to five years since it
takes a long gestation period for core banking transformation to be completed and
deliver results. The transformation must deliver improved business functionality
and optimize business processes.
• Stakeholder support. Strong leadership support and change management
focus are critical for core banking transformation success. There should be
effective communication and active management of stakeholders with well-defined
roles and responsibilities.
• Package selection. The core banking package should have a flexible
architecture and must be scalable enough to meet the future business
requirements of the bank. The package selection process must also take into
account the degree of maintenance support and customization required over a
period of time.
• Vendor selection. Transformation of core banking systems takes from three to
five years and therefore the long-term viability of vendors is of critical importance.
Banks must assess vendor’s tools, methodologies, business process models and
past experience in implementing similar core banking transformation projects.
Banks should also consider a vendor’s capability to continuously enrich core
banking solutions to meet emerging banking requirements.
External Considerations
When working with vendors for core banking transformation projects, banks should
look at a few key factors.
• Contract Definition. The contract should contain clauses on support and
maintenance post-transformation, user training and transfer of training, service
level agreements, and quality assurance programs. Risk mitigation strategies for
time and cost overruns should be included in the contract.
• Managing expectations. The business case should contain agreed-upon
measures on improved efficiency ratios, as well as agreed-upon IT milestones over
the transformation timelines. There should be clear expectations of the benefits
from transformation over both the short and long term.
• Communication. Roles and responsibilities need to be clearly identified for all
stakeholders who are involved with the transformation project—from the bank and
from the vendor, so as to facilitate communication among all stakeholders.
• Deployment strategy. A modular or phased approach to deployment
significantly reduces the risk of core banking transformation. For a multi-
site implementation, a cluster-based approach can mitigate risk over a single
large rollout.
• Change management. The bank should put a strong governance mechanism
in place and any scope changes to requirements must be properly managed to
prevent slippages.
Along with the right
vendor/ package
selection, system
integrators play a key role
in the success of core
banking transformation.
13
the way we see it

5. Conclusion
Core banking transformation helps to overcome the legacy challenges associated
with redundant IT infrastructure and obsolete systems, and therefore brings about a
reduction in application maintenance costs. The transformation helps in increasing
operational efficiency and bringing systems standardization from front-office to
back-office.
However, it is important to properly assess both quantitative as well as qualitative
benefits that a core banking transformation will achieve. A bank should embark
on the transformation journey only when there is a strong business case and a
positive ROI associated with the project. An appropriate transformation approach
must be decided upon based on the resource requirements of a bank and the TCO
associated with the core banking solution.
Given the high risk associated with core banking transformation, it is essential for a
bank to have strong governance and change management structure in place that
would smoothly manage all aspects of the transformation from internal stakeholders
to external partners.

1. Core Banking Systems Survey, Capgemini, 2008
2. Customer Case Study: Core Banking Transformation in a Large Global Bank,
i-exceed Technology Solutions Private Limited, September 2012
3. IBS Intelligence: “Core Banking Systems Cost Benchmark”, 2012
4. Ovum: “Retail Banking Core Platform Transformation Strategies (Strategic Focus)”,
May 2011
References
15
the way we see it

About Capgemini
With 128,000 people in 44 countries, Capgemini is one of the
world’s foremost providers of consulting, technology and
outsourcing services. The Group reported 2012 global revenues of
EUR 10.3 billion.
Together with its clients, Capgemini creates and delivers business and
technology solutions that fit their needs and drive the results they want.
A deeply multicultural organization, Capgemini has developed its own
way of working, the Collaborative Business Experience™, and draws on
Rightshore®
, its worldwide delivery model.
Learn more about us at
www.capgemini.com
The information contained in this document is proprietary. ©2013 Capgemini. All rights reserved.
Rightshore®
is a trademark belonging to Capgemini.
For more information, contact us at: banking@capgemini.com
or visit: www.capgemini.com/banking
About the Author
Rishi Yadav is a Senior Consultant with the Market Intelligence team in Capgemini
Financial Services with nine years of experience in business and technology
consulting for banking and financial services clients.
The author would like to thank Erik van Druten, Ravi Pandit, William Sullivan,
David Wilson, and Ritendra Sawan for their contributions to this publication.
the way we see itBanking

Core banking transformation_measuring_the_value

More Related Content

What's hot (20)

Viewers also liked (20)

Similar to Core banking transformation_measuring_the_value (20)

Recently uploaded (20)

Core banking transformation_measuring_the_value