データベース・アズ・ア・サービス (DBaaS): グローバル金融機関におけるプライベートクラウド実装

春は、コンベンションの季節。今年の日本は、アベノミクス以上に、イノベーションのキーワードで沸き立っている。

2014年4月の東京において開催されたオラクルのイベントにおいても、各業界をリードする国内外の企業のキーパーソンを東京に迎え、イノベーションの実践事例が多数に講演された。

「コスト削減と戦略投資をどのように行うのかは、システム部門における永遠の課題です。近年、クラウドが普及してきましたが、上記の課題をバランスよく解決する武器にも見えます。しかし、金融機関で上手に活用されている事案が少なく、『クラウド』を戦略的に活用しているグローバル金融機関の事例を、金融機関における適切なIT戦略・プライベートクラウド戦略としてご紹介します」、と事例金融機関のCTOによるプレゼンテーションに先立って、オラクル・コーポレーションのシニアディレクターはこのように挨拶した。本事例「グローバル金融機関におけるデータベースのプライベートクラウドへの移行」に、セレントは「ITソーシングモデルのひとつの理想像」を見出した。

本事例のキーポイントを、セレントは以下の通り整理する。

1. グローバル金融機関におけるIT基盤に対する4つの期待:

  • オンディマンドサービス
  • プロビジョニングの迅速性、弾力性
  • サービスの計測可能性
  • 監査とセキュリティ対応

2. 期待を実現した4つの原則:

  • サービスのカタログ化とセルフサービス
  • 適用技術の標準化
  • リスク、セキュリティの一元管理
  • 運用保守の標準化

3. 本事例を成功に導いた7つのKFS:

  • プログラム管理
  • エンタープライズアーキテクチャ(EA)アプローチとサービス定義
  • エコシステム(LCM)志向
  • サポートモデル
  • セルフサービス
  • インベントリ―とデータ品質管理
  • ユーザ部門とのコミュニケーションとIT需要管理

10,000を超える物理ノードと、300近いプロビジョニング・プロファイルを、プライベートクラウドに移行したという大規模事例であることに加え、キャピタルマーケットの存在する全世界でフォロー・ザ・サン・オペレーションを実現している多国籍金融機関のITインフラは、そのミッションクリティカルの度合において群を抜く。そして何よりも、ベンダーの製品・サービス提供に加え、DBプロビジョニング運用とその保守を自行で実施するという、ITソーシングモデルの理想形をそこに見た。その際、EAの実践が成功の鍵であったことは容易に想定出来る。もちろん、高度なIT運用能力を保持するトップティア金融機関における最先端の事例ではあるが、そのアジェイルさは、日系金融機関に対する大きな刺激となったに違いない。

セレントは、金融機関におけるクラウド適用[1]をはじめとした、革新的なIT活用の取り組みを多数レポートしてきた。また最近時、1) デジタル&オムニチャネル、2) イノベーション&エマージングテクノロジー、3) レガシー&エコシステムマイグレーション、の3分野にフォーカス[2]し、金融業界におけるイノベーティブな取り組みをリサーチしている。多くの来場者にとって本事例は、コスト削減を超えて、新たな事業価値を生み出すテクノロジー・プラットフォームとしてのITを見直す契機となろう。正に、エマージングなテクノロジーを用いた、エコシステムマイグレーションの好事例とみなされる。

ソリューションを基軸とするベンダーも、ITサービスを基軸とするベンダーも、ハードウェアやソフトウェア、システム構築、システム運用、メンテナンスを垂直統合した事業形態で、統合ソリューションをサービス提供している。加えて、各種の共同システムをはじめとして、金融業界のシステムインフラは、既にサービス形態での利用が可能である。これまでの、オンプレミスを前提としたSIベンダーによるシステム構築に加え、金融機関のITソーシングモデルも、急速に多様化するであろう。

図 : 金融機関におけるとITソーシングモデルの変化

sourcing models_JAPANESE

出典: セレント

セレントは、イノベーションとは、旧方式から飛躍して新方式を導入すること、そして、その革新の実行者を、企業家(アントレプレナー:entrepreneur)と呼ぶ。そして、常にテクノロジーは、変化を通じて顧客価値を実現する触媒であると信じる。新たなテクノロジーを味方に付けた金融機関のみが勝ち残る、優勝劣敗の時代が到来している。そのひとつが、DBaaSであろう。

[1]「クラウドが加速する日本の金融システム・金融IT産業のサービス化:鍵を握るモジュール化技術」(2011.7) など http://www.celent.com/ja/reports/29274

[2]「2014年モデルバンク パート1:デジタル/オムニチャネル・バンキング」(2014.4) など http://www.celent.com/ja/reports/32274

Database as a Service (DBaaS): Private Cloud Implementation at Global Financial Institutions

Spring is here and with it so is convention season. This year in Japan, innovation is proving to be an even hotter buzzword than Abenomics.

Innovation was prominent at an Oracle convention event that took place in late April. IT experts from across industries and around the globe converged in Tokyo where they presented several instructive case studies on innovation in practice.

In kicking off the event and prior to a notable presentation by the CTO of a major financial institution, an Oracle senior director noted that reducing costs and investing strategically are eternal challenges in the systems sector. He pointed out that in recent years, the cloud has spread and emerged as a potentially powerful weapon to help solve in a balanced way these dual challenges of cost reduction and strategic investment, although there are as yet few examples of financial institutions using the cloud well. As such, the Oracle event was dedicated to introducing cases in which financial institutions have harnessed the cloud successfully in terms of IT strategies and private cloud strategies.

At this event, Celent discovered one ideal IT sourcing model initiative that epitomizes how a financial institution should migrate a global database to a private cloud.

Celent has broken down and organized the key points of this case study as follows.

1. Global financial institutions expect great things from the cloud when it comes to IT infrastructure in these four areas:

  • On-demand services
  • Prompt and flexible provisioning
  • More quantifiable services
  • Facilitating audits and security

2. The four principles that led to the achievement of these expectations:

  • Cataloguing of services and self-service
  • Standardization of applied technologies
  • Unifying risk and security management
  • Standardization of operation and maintenance

3. Seven key factors to success in this case:

  • Program management
  • Enterprise architecture (EA) approach and service definition
  • Ecosystem-focused (life cycle management) approach
  • Support model
  • Self-service
  • Inventory and data quality management
  • IT demand management and communication with line of business

In addition to the scale of this case, which involved the migration of over 10,000 nodes and nearly 300 instances of provisioning profiles, the initiative also allowed the multinational company in question to achieve a follow-the-sun operation for capital markets worldwide. The firm has created an outstanding IT infrastructure in terms of mission critical robustness. However, more than anything, this case study approached the ideal in terms of IT sourcing models in that it enables self-implementation of database provisioning operations and management in addition to being able to provide vendor products and services. It is easy to imagine that it was this EA that proved the key to success. Of course, while this is a case study of advanced IT operational capacity at a top-tier financial institution, the agile nature of this initiative was clearly stimulating to the Japanese financial institutions that were in attendance.

Celent has published countless reports on innovative IT applications and initiatives including on how financial institutions can and are using the cloud to enhance their businesses[1]. In particular, recent Celent research has focused on IT and innovation in the following three areas: digital and omnichannel, innovation and emerging technologies, and legacy and ecosystem migration[2]. For many participants at the convention, this case study likely proffered more than a means to reduce costs, but also a chance to revisit their IT approaches to create a technology platform that fosters greater business operation value. This case is a shining example of ecosystem migration using emerging technology.

Both vendors that focus on providing solutions as well as vendors that focus on IT services are offering integrated solution services that vertically integrate hardware, software, system building, system operation and maintenance. In addition, financial institution infrastructures including many types of shared systems are available for use in their current service formats.Above and beyond the system building of SI vendors seen so far rooted in on-premise approaches, Celent expects the IT sourcing models of financial institutions to diversify at a rapid clip.

 

Fig: Changes in sourcing models

sourcing models_ENGLISH

Source: Celent

 

Celent defines innovation as introducing novel approaches that improve on what has come before and Celent calls individuals that orchestrate this innovation entrepreneurs. Celent also believes that technology offers a medium to change that can yield greater value for customers. We are in an era of intensifying competition and only the financial institutions that make technology their friend and leverage it intelligently will remain when the dust settles. And DBaaS is a prime example of this in practice.

 

[1] See Celent’s report, Cloud Computing in the Japanese Financial Services Industry, November 2011 http://www.celent.com/reports/cloud-computing-japanese-financial-services-industry

[2] See Celent’s report, Celent Model Bank 2014, Part 1: Digital and Omnichannel Banking, April 2014, among others http://www.celent.com/reports/celent-model-bank-2014-part-1-digital-and-omnichannel-banking

CARTES Asia: A new payment industrial revolution in SoLoMo era

For participation in the ceremony of the award, where I was honoured to be a member of the jury, and presentation in the conference, last week, I visited Hong Kong. The venue, Hong Kong Convention & Exhibition Centre is vibrant as always. There were three big events around the same time.

The event, CARTES Asia is the leading smart technologies event in Asia Pacific. CARTES Asia has brought together innovative solution providers and market leaders from the card manufacturing, payment, security, identification and mobility industries. Some 3,000+ visitors in the banking, telecom, transportation and security sectors have a unique opportunity, not only to discover international exhibitors’ innovative technologies, but also to enhance their knowledge through the conferences and round-tables, which present the latest trends. I gave a presentation for the Cards & Payments session entitled "Payment Systems Trends in Japan."

The Asian SESAMES Awards aim to reward the most innovative technological applications developed for the Asian Pacific market in the field of smart cards, digital security, identification, secure transactions, and contactless technology. The Awards reward the best projects in 3 categories: Advanced Payment and Mobile Money; Card manufacturing & Personalization; and Secure Identity. As a juror, I evaluated the submissions independently and impartially.

Through the examination of this award, innovation, was proved to happen in places where new markets and new technology meet. Award winners all developed the frontiers of both technology and market. And the priority in technology and market was SoLoMo (Social, Local, and Mobile) once again. We are in the midst of ongoing technological changes and evolution, i.e. a new payment industrial revolution in this SoLoMo era.

About CARTES Asia: http://www.cartes-asia.com/

IMG_3336

Celent Round Table: When and Where Innovation Happens

Innovation is a key issue for financial institutions and a highly complex topic that demands attention when considering the business operations of tomorrow.

In light of its importance in the financial industry, Celent has planned two events in Tokyo focusing on innovation at financial institutions. The first was an innovation roundtable that was held last month. This and similar roundtables have been extremely well received in money market centers worldwide.

For the recent Tokyo event, a number of opinion leaders from Japan’s financial industry gathered to discuss and share two things: insights on effective approaches to promote innovation; perspectives of other leaders. Participants represented an array of sectors, including banks, insurers, leading brokers, dedicated online businesses, and foreign-capitalized companies. However, this diversity of participants from entities with differing business scale, history, format, and market size, shared a uniform passion when it came to their comments on innovation.

Prior to the roundtable discussion, Celent set the stage with two presentations.

The first, titled “The Search for Disruptive Innovation," took up “promoting innovation” as a theme. Specifically, it covered the reality and expectations of innovation among global financial institutions based on a Celent survey on innovation. The presentation put forth the following three points:
1) The use of ubiquitous data and breaking through traditional practices
2) Service strategies to respond to changing user expectations
3) Innovation-creating ecosystems and revision of internal rules

The second presentation, "Virtual Case Studies on Disruptive Forces," framed the technological changes and evolution witnessed since the 1970s as a new industrial revolution in a SoLoMo (social, local, and mobile) era. For the purposes of this discussion, the technologies driving disruptive innovation were categorized into three trend areas:
1) Analytic
2) Digital
3) Collaboration
Noted as common to these categories were that efforts to “respond to changing customer expectations” would drive innovation, which would be “led by firms willing to take risk.”

The subsequent lively roundtable discussion highlighted participant opinions including a range of expectations for “responding to changes the social environment,” “creating new frontiers in business,” and “shifting from continuous creation to discontinuous one.”

On the other hand, a number of factors that inhibit innovation were also mentioned, including the following: management placing priority on ROE, corporate culture that is averse to change, and enormous legacy assets. We learned two important things from some success stories introduced there: the effectiveness of initiatives by subsidiary firms which have a clear purpose and an unrelenting approach; and the importance of management that has taken innovation to heart and “made it part of the corporate DNA” to enable these initiatives to take root.

The scope of the discussion significantly transcended the prepared agenda, driving home the high expectations observers have and the vast potential see when it comes to financial innovation in Tokyo. Celent hopes that opportunities such as this that cut across the financial industry will act as a catalyst to drive the innovation at these respective firms.

Celent is committed to working with financial innovation leaders to explore the ideas that will shape financial industry of tomorrow. This discussion will be carried over and continued at events in March in Singapore and Chicago in April in New York. These will be followed by a June gathering in Tokyo that will focus further on innovation. We hope that you will continue to expect insightful things from Celent.

Tokyo Roundtable 2013: The Capital Markets Revolution in Japan and Asia

Tokyo, home to Asia’s largest capital markets, is also wonderful in May, and was a perfect location for two recent Celent roundtables.

The first was Exchange Panel: Drivers of Innovation and a Market in Transition. We invited Executives from five major global exchanges; CME Group, JPX Group, Korea Exchange, NYSE Euronext, and Singapore Exchange Limited. Representatives from both Asian and global exchanges discussed changing equities derivatives market structures, business models, challenges, and opportunities in Japan’s and Asia’s capital markets.

Though similar at first glance, the exchanges from the East and West presented a marked contrast. Asian exchanges insisted that competition, diversity, and deregulation are the keys to growth. Exchanges based in Europe and the United States said they found the diversity and competition excessive; they would prefer order and market discipline. All exchanges stressed the importance of innovation and collaboration, and all agreed the distinction between investment and speculation is important.

Such differences between East and West reflect the history of the global exchange business. Differences in time and distance are shrinking as networks grow, but, ironically, the advent of global capital markets has led investors to recognize the importance of individual trading venues.

For the second roundtable, The Capital Markets Revolution in Japan and Asia, we invited the top players. From online securities companies, Monex, Inc., from buy-side, Nissay Asset Management Corporation, and from sell-side, Nomura Securities Co., Ltd. This session focused on the emerging low latency landscape and the opportunities and challenges in the region’s equities and derivatives markets. In Japan and Asia, since the introduction of arrowhead, the latency has been lowered enough and the attention has shifted to its execution quality. Technologies such as Big Data and transaction cost analysis (TCA) are the focus of their challenges.

Finally, in response to questions from audience of the venue, we asked the panelist to comment on high frequency trading (HFT). There were two comments; one was “the opportunity to get everyone used to HFT is here”, and another “HFT is welcome in Japan”.

The market environment has changed drastically. Conversion of monetary policy, “Abenomics,” and the “three arrows” were a volcanic combination. Magma flowed, but all indicators began to rise.

FIG 1:Tokyo Equities Market last six months

Tokyo Roundtable 2013_GraphSource: NIKKEI, Celent
 
These discussions will continue in New York in June. Celent will continue to explore the market trends of tomorrow. We are looking forward to meeting you again.