A 'lite' version of a workshop for promoting out of the box thinking about the establishment of a new international private bank hub / network including a design we did for another client.

1. International Private Bank

2. Welcome.

4. Fireside chat.

5. “No one has a monopoly on
good ideas.
...and execution is
everything.

6. Agenda
New International Private Bank

7. Agenda Day One
Business Team Centric
1. Introductions 5. Why Private Banking Is Different to Onshore
- Business & Technology Perspective, APM
2. Disclaimers. Why this is only an initial briefing impact
on private banking business technology
strategy 6. Why Private Banking in 2010 is even more
different - key technologies and their business
3. Opportunity. Execution & Vision. Importance impact
of Business Technology Strategy (BTS) e.g in
Mergers & Acquisitions if TW banking sector 7. Vendor Landscape - top n and why they are
consolidates further
8. Importance of BTS in spinoffs, startups and
4. Background & Case Studies ( 4 or 5) multi-brand umbrella environments -
Importance of Business AND Technology examples from mature/open markets. SSVM
working together on strategy and business approach.
performance
... Recap & redirect with senior team

8. Agenda Day Two
Technology Team Centric
1. Selected items from day one chosen jointly. 7. Technology Product/Architecture Risks &
Opportunities
2. Beyond APM - Project portfolio management,
Service portfolio management, Deeper APM 8. Vendor Relative Positioning & Benchmarking
(Components, Web Services, SOA) Data
3. Channel Architecture Backgrounder 9. The Value & (Time) Limitations of Practical
Experience
4. Vendor Momentum & Maturity - why rankings
can be misleading, the picture beneath the 10. Architecture & Investment Profile - The
numbers simultaneous equation between Business &
Technology?
5. Vendor Risks & Opportunities - samples from
a business and technology perspective 11. What Are Real KPIs given the simultaneous
equation - Value of Time to Market &
6. Negotiation Strategy, Legal Frameworks, value Continuous Innovation Platforms
of a experience an a global perspective
12. Some sample internal technology landscapes

9. Introductions
• Peter J Cooper
• Cooper Sydney
• Network
• Business Technology
Management as a
Management Science
• BTM special role in
banking technology

10. Background/Experience

11. “ Life is short...
do something great.

12. experience.

13. “It is OK to make
mistakes...
but only if you own them
&
learn from them.

14. Opportunity

15. excited?

16. local opportunity
TW -
This week: Exports up 46.9% yoy, CT $100m insurance comms.
Banking Industry 4th in Asia, 6% CAGR for 20 years, 4%pa forecast
Tier 1 PBs 23% ^(8) - out performing
GOB 55% v (10) - under performing, will privatise, low margins
Other 22% v (23) - too small, need capital
CT 6.15m, ROAE 12.5% (1st), Efficiency 47.8% (3rd), NPL 1.8% (3rd)
BOC ?m, ROAE 12.4%, Efficiency 39.3%, NPL 4.6%
CBA 10+m, ROAE 19.8%, Efficiency 51.5%, NPL 0.1%
SCB ?m, ROAE 17.7% Efficiency 54.5%, NPL 0.8%

17. vendor opportunity
Apple +147% so what?

18. Temenos ++350% ... while Baidu is a mere 215% ;-)

19. competitor opportunity
Standard Chartered +178%

21. global opportunity.
1. Bank of America – $1,501 billion
2. UBS – $1,393 billion
3. Citi – $1,320 billion
4. Wells Fargo – $1,000 billion
5. Credit Suisse – $611 billion
6. JP Morgan – $552 billion
7. Morgan Stanley – $522 billion
8. HSBC – $352 billion
9. Deutsche Bank – $231 billion
10. Goldman Sachs – $215 billion
The top 20 global private banks manage nearly $9.2 trillion of private client
assets. That’s around 63% of the total global market and challenges the widely
expressed view the global wealth industry is fragmented.
-Scorpio/Finetik 7/2009

22. Needs
Updating

27. Execution
Onshore vs. Offshore

28. “ Realizing there is an
opportunity
... does not mean you can grasp or
maximize it.

29. Text

30. ?

31. “execution is everything
...but do you have an exemplary vision?
A cause is even better...
...and how long is the journey?

32. unique sense
of purpose?

33. “ Where strategic
business technology management
decisions start.

35. “Some managers are uncomfortable with expressing emotion
about their dreams, but it’s the passion and emotion that will
attract and motivate others.”
- Jim Collins
author of ‘Good to Great’ and ‘Built to Last’.

37. ‘The customer is not always right’

38. legacy.

39. the only channel?

40. iphone/android ++87% on
MS
apple/google strategies are driving corporate strategies globally

46. Over?

47. 1. Send a clear signal of confidence to customers & markets
2. Creates capabilities in time for the post crisis era
3. Retain best internal resources by providing them with an
important and strategic initiative to work on.
Boston Consulting Group Q3 2009
on why you should build/buy/renovate in an economic winter NOT hibernate

49. “ it is all about the client
...and the channels they WANT to use.

51. technology is the experience.
the experience is marketing and personal.
the new technology spend is marketing spend.
pc0 The new #megabank private bank is
really gr8! Thanks @ctlady
ctlady Our pleasure @pc0, hope you will tell
all your mates especially the #hnw ones :-)
+
BUT... We don’t control the message any
more, the clients, prospects
(actually everyone else)
does...

54. 400,000 titles instantly
lower cost per title to customer
higher margins
30% of revenue already
one store
high customer satisfaction
immense customer lock in

55. “How many login ids
and apps do YOU have
to remember?
...all the product silos in the WORLD
won’t deliver good self-service UX across
multi channels without $$$$$$$$$$$$$$.

56. integrated vision. by design.

58. “We all know products generate revenue.
Make them easy (&
consistent) to use.
... share business logic, and design across
channels to reduce cost.

60. “Business Technology
Strategy is a key
enabler of long term
merger and acquisition
strategy.
... and short term too!

62. EFG International
>19 banks/booking centres, regulated on a consolidated basis by
Swiss Financial Market Supervisory Authority
Member of EFG Group, third-largest banking group in Switzerland
(Dec 2008)
> 50 locations and > 30 countries
2008 revenue-generating AUM of CHF 77 bn
> 2,400 employees and >700 Client Relationship Officers (CROs)
CHF 1.8 billion current market capitalisation, BIS Tier 1 ratio of
12.5% at the end of 2008

66. EFG Acquisition Trail

67. EFG New Presence Timeline

68. BTM
• Business Technology Management
• Management Science
• Culture, Tools, Thinking, Process,
Resources, Roles
• New and old
• Separate pack...

69. Align Project Team
1. Subject Matter Experts
Forge the project team from individuals who are respected subject matter experts and who are inspired by the
greater goal of the initiative (for us, improving the quality of the care we deliver). If backfilling the vacancies created
by these individuals in their work units is not painful, then you probably have selected the wrong individuals.
2. Two Leaders - Commonality
Establish two leaders for every project team: a project leader from IT to perform traditional project management
functions and drive technical decisions, along with a process leader from the business unit to drive workflow
redesign decisions. Pairs mirror the inherent duality of IT-enabled transformation: technical execution married to
effective process redesign. Require that team members have a common space, common goals and a functional
dependence on one another to succeed. If you demand that they interact intimately on all aspects of project work,
the cultural differences that exist among them will soften over time to create a new, shared culture.
3. Commit to Integration - Multi-Disciplinary Decision
Forum
Establish a forum for integrated decision making, where team members from all disciplines (for us, nurses,
physicians, pharmacists, clinical technologists, medical records personnel and IT professionals) must contribute. This
forum becomes the nerve center of the project. Eradicate decision making in silos, because there are few decisions
that affect only a single discipline within a team-based workflow. Allow no party to proceed along an independent
path. Nourish the commitment to multidisciplinary integration where it exists; force it where it does not; and
highlight the successes achieved through collaboration.

70. Lets Talk About...
Vendors.

75. Core Commercials
An infrequent investment.
Software dominates investment.
Licence fees are driver.
Game changing is normal. Upfront, variable and ongoing
Per User, Per Server, Per Market, User Tier, Per Module, Module caps, Module/User
tiers, Instance limits, Contract Term Limits, Licence Term Limits, Module categories,
support tiers by module, support levels, tiered PS, rubbery definitions.
Tier one vendors are best at playing the game.
Control the game from outset.

76. Vendor Segments
Universal
Wholesale
Private/UHNW/HNW
HNW/Professional/Consumer/Retail
Specialist (Micro, Islamic, Community)

77. Contenders ?
• Temenos T24 ‘something of value’ (Price? Services?)
• Oracle iFlex Flexcube ex-citi (Architecture? Price? Channels? Product?)
• Viveo vBank de France (Acquired)
USD3.8b
• IBM CB Armonk vs Sydney (Acquired)
global
• ERI Bancaire Olympic Luxembourg (Scale? Product? Technology? market
• MiSys Bankfusion et al. -Strategy? Focus? (Maturity? size
Architecture transition?), Equation (Products?), Midas Plus (Channels?,
Architecture?),
Bankmaster (Architecture? Age?)
USD23b
addressable
• Odyssey Triple A upfront. (Scale? Product? Technology?) market
• SAP e.g. CBA (Price? Integration? Time to market?)

78. Vendor Landscape
• Categories • Key Players
• Geography • Differentiators
• Role of bank in a box • A little history
vs. evolutionary vs.
revolutionary
• Architecture and long
term corporate strategy
• Market share

80. BTM
Yawn.

82. “ Business Technology Management has economic and
human potential that rivals any field of science today.
How well people live in the decades ahead may be
determined by how well they manage business AND
technology together
Dr Michael Nobel
Chairman, Nobel Family Society

83. “ Business Technology Management offers a unique
opportunity to transform the global community.
Future leaders will need to understand the
convergence of business and technology in order to
foster economic and social growth.
Harriet Mayor Fulbright
Chair, The Fulbright Center

84. Established
But not widely known

85. Good ROI
But not widely realised

86. Why Not?
Fear
Knowledge
Culture
Need
Desire

87. More alignment
Value focus

88. Life Cycle
Design & Decide - BTS
Build & Integrate - ISS
Operate & Optimise - IT/IS SD
also
Strategic Sourcing & Vendor Management - SSVM
Tech & Ops Legal & Compliance - TOLC
Brand/Marketing
Secretariat - APM, SPM, PPM, EA, TARM

89. “BTMs at the core since
2001...
...top down commitment globally and
centralised with 100% coverage.

90. • Extra Enterprise
Future BTM
• Plethora of Platforms
e.g. Personalised HNW Structured
Products
• Dynamic Application Portfolio
Management
• Social Media
• APIs for customers, partners
• Generation Google
e.g. Boomer’s Transition
• Social Feedback Tools
• Dramatic Channel Growth & Implications
• Ecosystem Wars e.g. google vs Amazon vs
e.g. channel jump experience and MS vs VM vs IBM vs Governments
analytics aggregation
• Apps Everywhere
• Compliance & more
• Proprietary language and tools explode
• Security & proactive defense
• Mashups not just apps but multiple app
stores &

91. Be Informed.
• Trend Radar
• Over the horizon radar
• Community
• Feedback w ranking

92. informed.

93. informed.
so many more...

94. Future Technology
• Distributed development as standard • Dynamic Application, Asset & Service
Portfolio Management
• Campaign based development
• APIs for customers, partners
• Virtualisation mandatory
• Social Feedback Tools impact on
• Business technology inductions development priorities and business
engagement
• Channel costs management
• Talent Challenges for development and
retention caused by Ecosystem Wars
• Cloud - internal and external
• Social project management and CRM/
• Compliance & more
PRM
• Security & proactive defense
• Plethora of Platforms

95. Tools
• saasu.com | online erp • bobsguide.com
• salesforce.com | crm, sfa, paas, • finextra.com
chatter
• wordpress.com
• google corporate mail and google
apps, google docs, google sites
• dropbox.com
• skype for business
• ted.com
• google wave
• twitter.com
• techcrunch trends
• linkedin.com
• trendwatching.com
• slideshare

96. Case Studies
Selection

97. Thank You.

98. Peter J Cooper
peter.cooper@coopersydney.com
coopersydney.com
+61 2 8005 0551
@pc0