IBS Journal July – August 2015


The full Sales League Table data – bank nam system purchased – for 2009-2014 will short Core Banking Systems Market Dynami


The Core Banking Systems Market Dynamics Report 2014


six years, putting it fully into context and accompanying it with detailed commentary. It reveals the detail behind core banking systems market. Discover key market trends


Investigate which systems are being used where, by which banks.


Ramón Lladós, Crèdit Andorrà


Key users were identified and there


was a ‘train the trainer’ approach, where- by a number of workers were given more intensive training than others so that they could then pass on the skills in their cen- tres. There are interfaces to Swift, an out- put management system to generate doc- uments, an archiving system and an appli- cation server running the bank’s in-house e-banking system for internet and mobile banking. Connectivity is via an enterprise services bus (ESB). ‘We chose a “big bang” migration


as we felt progressive migration would be very costly from the point of view of efficiency and also in reconciling the accounts,’ says Lladós. ‘It can also confuse customers and employees.’ There was an accredited third party system integrator on the first project but the bank was able to do without this role in the subsequent pro- jects because of the knowledge that had been built up. After the cutover in Andorra in 2010,


the bank went live in Panama in 2012 and Spain in 2013, then Luxembourg in 2014. There were three reasons for the subse- quent projects being more straightforward than the first one. First, outside of Andor- ra, the focus is purely on private banking, with no retail. Second, of course, there was the greater knowledge of the system than at the outset. And, third, the bank also ramped up its training and testing efforts, based on the initial lessons.


© IBS Intelligence 2015


The system that was replaced in


Luxembourg was Sungard’s long-stand- ing private banking system, Apsys (now Ambit Private Banking), which stems from this company’s Geneva office. By this stage, the bank had a team of experts and was able to send five staff to the new site for two weeks to do the training. Of the 15 person team on the Luxembourg roll- out, more than two-thirds were from the parent company. In the area of regulato- ry reporting, there was also support from Deloitte. As well as the cost benefits, the use of


a single system across the group means improved control, with all corporate departments able to manage their activ- ities from one source. ‘It is also extremely effective, as we share best practices and developments among the different banks in the group.’ The international expansion that


was envisaged at the start of the pro- ject has duly come to pass, resulting in today’s much wider group than the one that was in place when the initial system selection was made. The cost efficien- cy and improved control that were key goals at the outset have been achieved and the bank’s progress with the roll-out has benefited from the lessons from the first site. And clearly, if further expansion follows, then there is a proven route for bringing other operations onto the cen- tral platform.


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