AUGUST 20173How Technology Can Help You Offer a More Frictionless Customer ExperienceIsio Nelson, SVP-Emerging & Differentiated Services, Equifax09December 20178The past decade has witnessed a gradual shift from traditional branch office transactions to digital and mobile banking. The idea of digital banking spans various demographics and age groups and is perceived as beyond mobility generally misunderstood as a millennial factor. Over the years, we have seen significant adoption of digital banking across various groups of people. The adoption prerequisites are based on how mobile products are leveraged, the usage, convenience, and overall features and functionalities involved. The dominance of mobile and digital banking has caused the wane of branch traffic for cash transactions. Functioning with a new purpose, these branches offer financial advice and complex services such as investment and mortgage among others. Interestingly enough, the growth of mobile banking has surpassed PC banking or online banking, which is taking a back seat currently. Lately, it has been noticed that mobile transaction volume is greater than web transaction volume, and also, the number of transactions per customer is higher on mobile than online. Digital banking particularly relies on technology partnerships and during the hunt for the most suitable partners, our primary parameters are their quality of strategy and whether they are exclusively into mobile app development or have a broader spectrum of focus. Apart from that, we contemplate the capabilities they provide, the trends emerging in the industry and how they are in tune with the trends. With the rise of technologies such as Google Home and Apple's SIRI, there is a ubiquitous search for similar technologies that can be seamlessly integrated into our overall strategy to harness the impact of artificial intelligence for our future technology endeavors. The third and probably, the most important aspect that turns out to be a deciding factor is the technological architecture; how flexible, scalable, and integrable the architecture is while being cost-effective, efficient, and secure. In the wake of recent cybercrimes, security continues to be a matter of concern for both the banking industry as well as its customers. Though our ultimate focus is on protecting By Zahid Afzal, CIO & COO, Capital Bank [NASDAQ:CBF]Technology for Next-Gen Banking Zahid AfzalIN MY OPINIONAll Roads Lead to Risk AssessmentTuning Strategy to Achieve Highly Secured Digital Banking SectorChristopher R. Barber, EVP & CIO, Commonwealth Business BankLou Senko, SVP/CIO Information Technologies, Q2ebankingNovember 201534Tuning Strategy to Achieve Highly-Secured Digital Banking SectorBy Lou Senko, SVP / CIO Information Technologies, Q2ebankingValuing the roadmapOur journey at Q2 has been one from the story books--a journey that has been both exciting and at times, a little bit scary. Growing any business at over 300 percent in less than three years can be hard to manage; however, growing at that rate in the highly-regulated, highly-secure digital banking sector can strain even the most mature business group. Additionally, because we are adding nearly 100,000 consumer and business banking customers each month who rely on our solutions for critical services including checking balances, initiating wires and executing corporate payroll it means our investment into our people, processes, products and our partners must keep pace and deliver tremendous measurable value back to the organization. Because all great businesses are primarily differentiated by their talent, we seek to align our development with the pressing needs of the business­which is always a challenge. As you might expect, the hyper-growth curve we are experiencing can create pressure on a young, developing and growing IT organization-pressure to anticipate future needs of the business but also, pressure to provide engaging and beneficial development opportunities. Even if growth were normalized, forward planning can be difficult; however, with our extraordinary growth, forward planning and professional staff development can become nearly impossible as the business works to improve SLA compliance, develop critical skills, deliver improved reporting and execute to scale. With this in mind, tuning a strategy to follow a design anticipating future requirements of the business and the growing competencies of the staff can be a delicate balance. Buying the `thing' you need three years from today is simply not financially possible (or responsible). The `IT unicorn' we all search for is a balance between anticipating the future and executing each and every day--building just a block or two in front of you. At Q2, we have successfully partnered in our quest to locate the `IT unicorn'--to balance future needs with day-to-day execution. In our experience, partnership with a technology vendor we know and trust delivers both our employee development goals and support our business growth. In our case, a partner who knows `what good looks like' at 4X our current volume is simply mission critical. Allowing for industry best practices to augment the knowledge base and experience of our staff while providing additional bandwidth required to successfully execute on critical projects in parallel and adding the experience to avoid the all-too-common need to reset and rework ill-fated steps to rip-and-replace the last project you just finished.Reflecting on the evolution of our strategy and our team, I am pleased at the choices we have made over the past several years. From initial low-end iSCSI entry to our current full-blown storage fabric spanning multiple data centers, our journey began with a modest step into consolidated storage in 2012, where we made our first EMC purchase in the form of two VNX5500 SAN, running iSCSI. These quickly scaled up and in late 2012, our team determined it was time for a drastic capacity plan that could outpace the demand of the organization. Our current storage capacity was near zero, both processing and CIO InsightsLou SenkoCIO INSIGHTSTechnology for Next-Gen BankingZahid Afzal, CIO & COO, Capital Bank062214Supernal SoftwareMatrix-IFS0818Digital GuardianMORS Software12 GoldenSource1624CONTENTSIN MY OPINIONCXO INSIGHTSMeeting Compliance to Mitigate RisksXavier Leschaeve, CISO, Remy Cointreau13Risk and Compliance in Banking SectorEric Crabtree, VP, Global Head of Financial Services, UNISYS19Service First in an Ever Mobile and Sensor Driven WorldSubu Musti, VP Mobile Solutions, Digital Payments Technology, MasterCard23
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