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The channels have served us well, but looking towards the future and what the customers want, we realise the time has come to modernise again,’ he said. ‘Our main focus here is on providing ease, value and expertise to our customers as well as financial guidance, which is critical.’ To achieve this, the bank devised a four-layer architecture and identified the areas that needed new software. The core banking solution was ‘left to do what it does best’, i.e. transaction processing. It is supplemented by an enterprise service layer on top, which ‘delivers all the piping and all the business logic in one place, and can be easily extended in the future’. On top of that, there is another, thinner layer for channel services, which handles the logic of device security, roaming and so on. And finally, the top layer, which is the thinnest, provides mobile, online and branch banking. Customer experience was changing so rapidly, noted Gorney, that the software would need to be refreshed again in the not so distant future. And to be able to do it efficiently, Keybank needs to keep the top layer of its IT architecture ‘as thin as possible’ by moving all the business logic to other layers. A third party vendor develops mobile banking apps for


Keybank, while the online banking solution is an in-house development. A service of opening an account online, completely bypassing a branch, was available, and ‘now we have taken it a step further’ so that a non-customer of Keybank could download the bank’s mobile app and open an account fully via mobile. ‘This is a new service and we are very proud of it.’


Also, ‘digital enrolment’ had been introduced in the


branches, so that a customer has an option of filling out all the forms himself/herself, on a teller’s screen, which is user- friendly and straightforward (‘rather than the teller typing in all the details on the green screens’). ‘The customer can walk out of the branch with a turnkey experience,’ Gorney stated.


Strategy


As with Oracle’s overall policy, there is meant to be a role for partners with OBP. ‘It is 100 per cent aligned with how Oracle brings all its applications to market,’ said Goyal, not least because of the expected size and scope of the transformation programmes. ‘It is very partner-friendly because it is all standards-based.’ It was written in Java with Java-based extensibility, including Oracle’s JDeveloper and Eclipse, and there would be a strong emphasis on retaining a standard version with minimal customisation. Three system integrators had been in talks with Oracle and had started to invest resources, said Goyal. These were Accenture, Capgemini and IBM. Benchmarks were at the planning stage, with the expectation that the results would be announced in early 2013. The work had been challenging, said Goyal, but Oracle was more or less where it wanted to be when it set out on the development three years earlier. However, there were seemingly no new benchmark announcements for OBP in 2013.


The company would continue to invest in Flexcube, said


Goyal. For ‘pure play’ commercial banking and universal banking, Flexcube would be the route forward, he said, and it also had the benefit of having been tailored for 125 or so countries. ‘For the vast majority – for almost all deals we will encounter – it will be very clear to us upfront whether to lead with OBP or Flexcube.’ For the few where it would not, there would be a standard internal process put in place to allow the company to make the right call. Around 18 months after the launch of OBP, Oracle FSS was


still searching for its next win. It was in part targeting its sales activities at the user base of the ageing Hogan system. ‘The Hogan user base is a ripe opportunity,’ said Hawes, in February 2014.


As stated, Suncorp was a user of Hogan for deposits and


loans, and this helped the credibility of OBP, Hawes believed. Aside from Hogan users, the system was being marketed at large banks in general.


The Hogan user base has also attracted attention from SAP among other suppliers. SAP has partnered with CSC to


Universal Banking Systems Market Report | www.ibsintelligence.com 323


This, he added, was possible thanks to the new enterprise service layer – underpinned by OBP – that the bank was building. ‘The beauty of it is that it is completely reusable. We can apply it for any channel we want and it will be a consistent experience.’


OBP was selected in 2014 as a result of an RFP. ‘We spent some time with the Australian banks that have already started with OBP to understand why they embarked on the journey and what was making it a success, and Oracle was a big piece of that. So we decided to bring OBP to the US and become the first taker,’ Gorney said. ‘We are very excited about this partnership.’


The set-up enables Keybank to deliver true customer-


centricity, he added. ‘For our customers, it should be one bank. So if you go to a branch, they should have the same information as your mobile app. The look, feel and experience should be the same across all channels, including transfer and cut-off times. If you contact the call centre, they should know what you have been doing. So it really becomes a more transaction and interaction based view, and this is where we can provide additional value.’ Another point that Gorney raised was that the harmonisation was not aimed at customers only, but was equally important for the Keybank staff. In many banks there is competition between the digital banking business and the branches: ‘who is taking whose customer’, he observed. But at Keybank, the data that is aggregated and distributed ‘through all that piping that has been created’ is shared and used across the board. So, for example, a teller at a branch might notice that there has been a lot of spending done by a local customer via digital channels, the teller might invite the customer to the branch to have a personalised chat about his/her finances, spending and setting goals for the financial future. ‘And all this is free for the customer.’


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