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Why banks need to start their Enterprise Architecture from a blank sheet of paper

mikeshaw747


elizabeth-rochman.jpgA guest post by Elisabeth Rochman, Industry Chief Technologist for the Financial Services Industry at HPE

Elisabeth is an Information Technology engineer with 20 years’ experience in IT solution architecture.

She studied Information Systems and Networking at the French Engineering School, Ecole Polytechnique Femine.

She joined HP’s own IT Department in France in 1997 to engineer new IT services for HP's lines of businesses. She then moved to HP Consulting and Integration as Solution Architect in Geneva’s Financial Center in Switzerland during which time she architected and delivered e-banking platforms.

Elisabeth also helped a number of start-ups offering cyber security and application development services to develop their business.

She now works at HPE as Industry Chief Technologist in London helping banks with their digital transformation.


Why banks need to start their Enterprise Architecture from a blank sheet of paper

I have been working in Enterprise Architectures for more than 20 years, building e-banking and secure web applications. Building applications is an easy task, but integrating this brand new piece of code with the existing applications and workflow has become increasingly complex. Each new app's or service's move to production is delayed by the integration and testing efforts because the architecture has become too complex. We can count thousands of applications, myriad of APIs, all participating to the unique complexity of each bank’s Enterprise Architecture.

elizabeth-mobile-bank.jpg

Some good Enterprise Architectures for banking are starting to emerge as standards, like BIAN, the Banking Industry Architecture Network, which describe 280 non-overlapping business capabilities with which a bank can run, which is a bit different from the thousands of applications banks have today.

My advice to banks has been not to delay anymore but to start implementing those application architecture standards in a green field environment. You will be able to have a better control over the architecture, as there are known, published standards. And more importantly you will be able to monetize and broker modules of banking services more easily at the pace required by the digital transformation/disruption hitting the banking sector.


A new computing paradigm is required

The banks new architecture will be composed of banking services (cloud native, and also called micro-services) will scale up and down with demand. To dynamically adjust with demand, those 280 micro-services can nicely rely on cloud computing services ideally running on a composable infrastructure like HPE Synergy.

elizabeth-ipad-bank.jpeg

Why composability? Because those services need network bandwidth, or compute, or storage, or any combination of those, that varies with time. Converged and Hyperconverged were good inventions but they are not dynamic and modular enough to cope micro-services’ needs.    


Transitioning to the new architecture

Building a new cloud environment built on composbale infrastructure and running 280 micro services is… easy… again... The most challenging part will be the transition of the bank’s data into the new architecture. One will need to map the existing data sets with the “standardized” data set and extensive testing will have to happen.

And I believe it is worth it for the banks to keep a competitive advantage for the next 10 to 15 years… Indeed, who knows what will come next…


Martin Fowler's blog post provides a detailed discussion on microservices - what they are, why you need them, how to develop using them. 


Elisabeth Rochman
Industry Chief Technologist, Financial Services Industry
Solutions & Technology, HPE EMEA

Mike Shaw
Director Strategic Marketing

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linkedin.gifMike Shaw

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About the Author

mikeshaw747

Mike has been with HPE for 30 years. Half of that time was in research and development, mainly as an architect. The other 15 years has been spent in product management, product marketing, and now, strategic marketing. .

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