Asia Insurance CIO Technology Summit에 다녀와서…

2016년9월5-6일에 싱가포르에서 개최된 Asia Insurance CIO Summit를 다녀왔다. 100명 가까이 되는 참가자들이 모여 성황리에 끝났다. 보험사, IT업체 그리고 스타트업들이 모여 자리를 빛냈다.

이틀간에 걸쳐 열린 이 이벤트의 첫날째는 보험업계의 방향성을 논하는 발표들이 눈에 띄었다. 접근방식에 다소 차이는 있으나 고객중심적으로 발전해가야 한다는 이야기가 많았다. 또 첫날째에는 저희 Celent가 심사위원을 맡은 제6회 Asia Insurance Technology Awards 시상식도 있었다. 모든 사례를 보고 수상자 선정을 한 저이지만, 발표를 보고 다시금 놀라웠다. 특히 PetSure (Australia) Everledger와의 만남은 인상 깊이 남았다. 응모용지나 기사에서는 못 느낀 기세를 느끼며 압도 당했다. 앞으로의 계획도 이야기를 나누어 주셨다. 그 이야기를 들으니 더 흥미진진해졌다. Celent에서는 이러한 best practice들을 수집하고 추적 관찰을 하고 있고, 앞으로도 그럴 것이다.

이틀째는 스타트업을 중심으로 한 InsurTech 관련된 이야기가 이어졌다. AI를 활요한 보험업계의 접근 방법, P2P 보험의 진화에 관련된 발표들이 인상에 특히 남았다. 그 중 싱가포르에서 창업된 P2P보험사 Insubee의 동영상을 소개한다.

https://www.youtube.com/watch?v=G-lv_4VHCAk&feature=youtu.be

본격적인 서비스 개시는 내년 초를 게획하고 있다고 한다. 초기에 나왔던 P2P보험의 약점을 보완한 비즈니스모델이라는 평가다. 서비스가 개시된 뒤, 이 모델이 어느 정도 받아들여지는지 궁금하다.

Asia Insurance CIO Technology Summit에 참여해 여기에서는 못 쓰는 이야기들도 다양하게 보고 듣고 왔다. 더 자세한 디스커션을 원하시는 분은 아래 연락처로 연락을 주시기 바란다.

공경순 (Celent analyst) kkong@celent.com  
Mr. Yuya Fukumori (Celent account manager 한국시장 담당) yfukumori@celent.com

 

Announcing the winners of the 6th Asia Technology Insurance Awards

Celent and Asia Insurance Review hosted the 6th Asia Insurance Technology Awards (AITAs) at AIR’s CIO Technology Summit at Mandarin Orchard Singapore on September 5, 2016. The AITAs recognize excellence and innovation in the use of technology within the insurance industry. This year we’ve received over 40 nominations from Australia, Hong Kong, Taiwan, China, India, Sri Lanka, Malaysia, Japan, Singapore and the Asia Pacific Headquarters of global insurers. There were many impressive submissions, from which our international panel of Celent insurance analysts selected the very best to receive the six awards.

Digital Transformation Award
This award honours an insurer who has made the most progress in implementing digitization initiatives. The winner was AXA Asia and PetSure (Australia). AXA Asia implemented Health Claims Portal (HCP), includes a mobile app and a web portal. Portal is available to four key user roles: 1) Customer & group scheme members for digital/self-service, 2) intermediaries including brokers and agents, 3) corporate HRs for their managing their group health schemes, and 4) back-office support and administration. The tool would be available in 7 markets from 12 AXA Life and GI entities. PetSure (Australia) implemented Vet Hub: getting vets to directly submit the claim from within their own PMS system, and a new portal for customer to track progress has been developed.

IT Leadership Award
This award honors an individual who has displayed clear vision and leadership in the delivery of technology to the business. The recipient will have been responsible for deriving genuine value from technology and has demonstrated this trait with a specific project or through ongoing leadership. The winner was Sriram Naganathan – CIO, Liberty Videocon General Insurance. Liberty Videocon General Insurance implemented Digital Enterprise Program including Delivery Platform, Enabling Platform and Data Platform. The vision and leadership in the delivery of technology to business belonged to the company’s CIO, Mr. Sriram Naganathan.

Best Newcomer Award
This award recognizes the best new player in the insurance technology field. The winner was Everledger. Everledger Use blockchain technology, built a permanent, global, digital ledger that tracks and protects diamonds and other luxury goods on their lifetime journey by providing insurance companies, financiers, traders, consumers and law enforcers with an immutable history of an item’s authenticity, existence of ownership.

Best Insurer: Technology
This award honors the insurer who has made the most progress in embracing technology across the organization. The winner was New China Life Insurance and Max Life Insurance. New China Life Insurance implemented Magnum Mobile, the smart mobile underwriting system developed by Swiss Re, built into a point-of-sale tablet for agents. During the FY 15-16, Max Life IT team has executed over 50 significant projects for either improving user experience or productivity, meeting regulatory/statutory requirements or for internal usage, and has made big progress in embracing technology across the organisation.

Big Data and Analytics Award
This award honours insurer or broker who has made the most progress in utilizing data analytics technologies. AXA Hong Kong was the winner. AXA Hong Kong developed a customer retention model and designed retention effort to maximise the long-term customer value including Create Holistic Customer View, Identify High Value Customer, Predict Success Retention Probability and Prioritize Retention Effort.

Innovation Award
Finally, this award recognizes the innovation business model  applying of emerging technology, or the innovative usage of technology. IDBI Federal Life Insurance and Ping An Property & Casualty Insurance Company of China won the award. IDBI Federal Life Insurance creates a new distribution channel platform through which customers can directly purchase insurance products without any intermediary. They launched the e-channel with a different strategy – Think Different, Think Opposite. Ping An Property & Casualty Insurance Company of China implemented Smart Selfi: Mobile platform for vehicle insurance sales force , gave full play to the advantages of the mobile internet. Key Functions are underwriting, connecting the printer, commission discount, team maintenance.

We look forward to more submission in 2017!

 

LEGACY MODERNIZATION IN INSURANCE INDUSTRY, Part 3

WHAT DOES IT MEAN TO MODERNIZE A CORE SYSTEM?

There are Two Major Modernization Propositions for Insurers:

Let’s think about what modernization means to an insurer. Respondent answers to this Celent survey indicated that they expected modernization to yield more agile business operations and to reduce IT costs.

This prompts the question: How do they expect to make this happen? Celent advocates these two propositions.

  1. Straight-through processing (STP) for insurance office processes
  2. Realizing operational efficiency that extends beyond the system, including office and communication process operations

These propositions involve:

  • Communication between insurer stakeholders (customers, intermediaries and agents, employees and management, and other involved parties) and
  • Using common infrastructure and monitoring tools to control the capacity to automate insurance-related office processes (core processes, exceptions processing, suitability criteria, business rule management, and business process management).

FIG3-1: Two Major Modernization Propositions

FIG2-3

 

And we have already found out Five Approaches to Modernization:

Celent’s survey results clearly indicated Japan’s insurer system replacement strategies to be the following:

  • System replacement with a new system
  • Rewriting with new code
  • Replacement with a new platform.

For insurers undertaking modernization, Celent puts forth five approaches as examples.

Insurers can use these to gauge their risk tolerance and select an approach that best fits their needs.

FIG3-2: Five Approaches to Avoid ‘Bad Legacies’

FIG2-4

 

New Technology and the Need for an External Perspective

Core system modernization projects require a long-term perspective. This perspective must have one eye on the future, be driven by technology, and consider factors that will drive business model transformation.

  • An example of the successful transformation of a business model in progress is nonlife insurer use of telematics to calculate individualized rates for policyholders. Already, this technology is offering a glimpse of things to come and a disruptive business model that is emerging in auto insurance rate calculation and underwriting.
  • One example of this is post-underwriting assessments in life insurance that use the socalled “Internet of Things” (IoT). The IoT era is an era of sensors. External biomonitors, such as fitness bands and wearable computers, track everything from body temperature, pulse, and blood details to oxygen consumption and exercise volume to generate information about the user’s health level and risk for disease.

In other words, core system modernization extends beyond the replacement of internal IT assets.

  • An internal perspective that considers the future is of course important, but in addition to this, an external, more macro view of modernization is also indispensable.
  • The challenge that insurers face is to improve the caliber of their internal system while building a platform that will enable them to do more and do it better by adding competencies in the future. Ultimately, this entails preparing architecture that will enable them to take advantage of external opportunities.

FIG3-3: The importance of external perspective

FIG2-5

 

KRQ #2: What does legacy system modernization mean to insurers, and why do they do it?

We’ve found the following:

  1. Insurer legacy system modernization means migrating an insurer’s core system, including business operation functions, integration, support, new product development, scalability, and sourcing models, to a more modern configuration to streamline operations and create new business opportunities.
  2. Business drivers of system modernization are typically a desire to implement a growth strategy, restructure and rebuild business units, and realize new processes (high-efficiency STP) to respond to changes (more digitization) in demand.
  3. Modernization should be conducted carefully to avoid reproducing the legacy issues it is designed to eliminate. An external perspective is essential. This perspective should be focused on ensuring that the result is fueled by technology and can drive business model transformation.

 

Related releases:

Legacy Modernization in Japan’s Insurance Industry, Part 1: Survey Analysis and Status Update

Legacy Modernization in Japan’s Insurance Industry, Part 2: Prescriptions and Proposals

To be continued – Click to read more

 

LEGACY MODERNIZATION IN INSURANCE INDUSTRY, Part 2

Insurer core systems do not always evolve in the most planned, orderly way.

In a certain sense, their development can be quite random. But in terms of application area, they could have arrived in their current position by taking the path of least risk.

  • Through mergers and acquisitions, insurance companies have maintained multiple core systems seeking business merits other than IT.
  • When wading into a new business area, insurers have tended to use new or different core systems or systems infrastructures.
  • Repeated business integrations, forays into new markets, and waves of sales channel changes have taken a toll on the core systems of insurers.

Today, these superficial solutions are reaching their limit, and solutions that tackle root causes rather than symptoms are necessary.

It is clear that the heart of the cause is the contract management system, which includes the core processes and records of insurance contracts, and underpins all of the general insurance services provided to policyholders.

FIG2-1: Insurer Core Systems and Legacy Modernization

FIG2-1

 

Celent has consulted on many insurer legacy modernization projects.

At the outset of these projects, Celent asks the CEO and CIO a number of questions similar to those below.

CEO Questions:

  • How long does it take to get a new product to market?
  • What’s your average cost per policy?
  • How many systems does your call center staff have to access to answer a customer query?

CIO Questions:

  • Do product changes require customization of code?
  • How easy is it to integrate current apps into new ones?
  • Are you spending more on keeping the lights on versus new projects?

These are among the questions that executives need to ask themselves when they look to tackle IT challenges (e.g., data model rigidity, lack of application flexibility, IT duplication, and associated labor efforts).

If you already know the answers to these questions, then the typical challenges insurers face spelled out in this report likely do not exist for you.

The issues broached here are not the kind of challenges that can be resolved by improving peripheral systems or patchwork core systems solutions.

 

For financial institutions that have designed, developed, operated, and maintained core systems themselves, formulating a replacement strategy is akin to putting together a plan to travel to an unknown world.

  • Such a situation requires correct understanding, which mandates a bird’s-eye view or systems map of the entire firm (as-is state) coupled with recommendations for the system to be (to-be state).
  • Moreover, companies must select the solution that best matches their needs from existing solutions in the market. The key is the business requirements document (BRD).
  • This means defining the operational functions and system requirements that will satisfy the next system’s needs.
  • Often, understanding the current situation accurately is not easy, the ideal system goes unrealized, and companies end up with something approximating a reproduction of the legacy system.

Thus, it is crucial to distinguish between the legacy and modern systems.

FIG2-2: What is modernization and a modern system?

FIG2-2

 

Related releases:

Legacy Modernization in Japan’s Insurance Industry, Part 1: Survey Analysis and Status Update

Legacy Modernization in Japan’s Insurance Industry, Part 2: Prescriptions and Proposals

To be continued – Click to read more

 

LEGACY MODERNIZATION IN INSURANCE INDUSTRY, Part 1

This post series examines the current status and future directions of legacy modernization in Japan’s insurance industry.

It is based on a legacy modernization survey Celent conducted in 2015. The survey targeted insurers, financial institutions, and brokers. It was supplemented with additional information gathered in follow-up interviews.

The new two-part report is an extension of this work that narrows the focus to the insurance sector.

  • Part 1 offers an overview of the state of modernization in the industry.
  • Part 2 builds on this to offer policy prescriptions and suggestions for industry players. 

I hope that this post series will act as a catalyst for legacy modernization initiatives at financial institutions and aid in the pursuit of innovation.

DEFINITIONS :

  • Legacy modernization: Updating an existing system.
  • Legacy system: Systems that have been developed and in place for many years and possess many features but are difficult to upgrade. 
  • Modern system: A system built with high-performance, cutting-edge features that enable easy upgrades and are able to separate code and business rules.

Key Research Questions:

  • KRQ 1. Where are Japan’s insurers in terms of legacy system modernization?
  • KRQ 2. What does legacy system modernization mean to insurers and why do they do it?
  • KRQ 3. What does an insurer roadmap to modernization look like?

Part 1 of this post series answered the first key research question. From part 2, builds on this by seeking to answer questions two and three.

***

As the answers to the KRQ 1, we have been reviewing the following five things through the report Part 1.

  1. More insurers are seriously considering legacy modernization and moving to the implementation stage:  The norm for replacement strategies is increasingly the deployment of a new system rather than a version upgrade or wrapping, with the decision driven by cost, fit with existing IT skill and aptitude levels, and risk tolerance.
  2. As organizations progress to the implementation stage of replacement  projects: they do not always sufficiently consider potential new solutions such as software as a service (SaaS) or business process outsourcing (BPO).
  3. The greatest challenge for companies is selecting the optimal program.
  4. Business cases could be used better: They are generally only used as tools to monitor progress rather than functioning as live documents.
  5. Changes in the roles of business and IT units accompanying modernization: have yet to translate into changes in the responsibilities of these units.

My past report, Legacy Modernization in Japan’s Financial Industry, Part 2: argued that financial institutions looking to modernize should cease targeting a specific customer demographic and shift to a new strategy that incorporates the below points:

  • Create a community with customers using advanced digital technologies.
  • Build an ecosystem across the entire value chain.
  • Adopt technologies that can be reused and improved.
  • Transition to technology as a service, white-label products, and to revenue generating models.

In other words, Celent sees legacy modernization as nothing short of a wholesale upgrade of how companies do business and a strategic move in terms of both digitization and innovation.

Now we will focus on an in-depth look at legacy system modernization for the insurance industry and suggestions for insurers in Japan.

FIG1: Legacy modernization is at its heart the modernization of business

Part1

 

Related releases:

Legacy Modernization in Japan’s Insurance Industry, Part 1: Survey Analysis and Status Update

Legacy Modernization in Japan’s Insurance Industry, Part 2: Prescriptions and Proposals

To be continued – Click to read more

 

Looking Beyond Brexit: In Today’s Connected World, There is No True ‘Exit ’

Brexit-1 Source: Nikkei

A storm of momentous scale hit financial markets as it became clear that UK voters had decided to leave the EU. This certainty drove investors to seek lower-risk assets and triggered a spike in yen buying. The yen surged more than 7 yen against the dollar—as the currency marked the most volatile day in its history. Indeed, the initial impact from the UK vote was greater in Tokyo than the immediate shock following the collapse of Lehman Brothers. In around a three-minute span a bit past 11:40 AM on June 24, the yen jumped from 103 yen to 99 yen versus the dollar; likewise, over a few hours the yen skyrocketed nearly 20% versus the pound, moving from 160 yen to 135 yen.

The “Brexit shock” first jolted the Asian markets, sending the Nikkei average down nearly 8%, the largest drop in 16 years. Markets in Europe followed suit, with Germany and France’s key indices tanking 7% and 8%, respectively, and exchanges in Italy and Spain also reeling. The ensuing sell-off in the UK sent the nation’s FTSE100 (Financial Times Stock Exchange 100 Index) down more than 8% at one point before it settled down 3% on the day after investors began buying back into the market later in the day. The US market was the last major market to feel the initial impact of the referendum, which sent the Dow average tumbling 610.32 points, or 3.4%, to sink to a three-month low.

Brexit-2 Source: Reuters

In short, the vote set off a chain reaction sell-off that rippled across and disappointed capital markets the world. This all prompts the question: What exactly were we expecting?

As one of my esteemed colleagues has already written, we were expecting individual markets integrated into one larger, global market. This vote diverges from that view. The vote will impact the pending merger between Deutsche Börse and the London Stock Exchange Group, and has sent an important message to policymakers that could have implications for the T2S (Target 2 Securities) platform of the European Central Bank and MiFID II (Markets in Financial Instruments Directive), which provides for harmonized regulation of investment services across EU member states. In addition, Europe has been at the forefront in terms of shortening and streamlining settlement cycles, namely with T+1 (transaction day plus one day) in bond markets and T+2 in securities markets. Likewise, London has been at the vanguard in fintech, with its Level39 a very visible and noteworthy pioneering presence. The initiative has continually focused on how to devise innovative business models that fueled by the latest technology and know-how. This has been a debate on innovation divorced from the remain-leave issue and rather presupposing ongoing integration. As the events of June 24 aptly demonstrated, markets are inexorably linked globally, and when it comes to commerce and the flow of capital there is ultimately no out, no real “exit.”

From Monday, jockeying in global markets effectively changed from a focus on low-latency market competition, taking on a new dimension expand the geopolitical strategy discussion over resource allocation. A majority of Japanese companies have their European headquarters in the UK and have positioned the bulk of their regional corporate resources in the suburbs of London. The background to this was a presumption not only that the EU would be a single market, but also that it enabled the companies to be “in” the global market. It is more than likely that companies in addition to HSBC will be re-examining whether they also should “remain” or “leave.”

Across the realms of politics, economics, and currency, information technology has fused together markets across the world. The recent referendum can be said to fly in the face of this historical trend. In either case, it prompts the question whether this is a crisis or an opportunity. Of course, it may be incumbent upon politicians to respond to the excesses of capitalism. However, when it comes to financial services, consumers the world over seek modernization, digitalization, and innovation, not a return to the past.

Do follow our Brexit posts from the insurance team as well.

 

Brexitを超えて:Outはない!

Brexit-1(出典:Nikkei)

為替市場は、猛烈な嵐に見舞われた。英国のEU離脱が確実となり、低リスク資産としての円が一気に買われた。1日の値幅は7円を超え、過去最大の変動率を記録した。東京市場の衝撃は「リーマン・ショック」以上だった。24日の午前11時40分すぎ、わずか3分ほどで1ドル=103円台半ばから99円まで瞬く間に円高が進行、1ポンド=160円が135円と数時間のうちに2割近く急騰した。ネット上の情報が交錯し、離脱が確実との報道が増えるにつれ、円買いは更に強まった。

株式市場の「Brexitショック」はまずアジア市場を襲い、24日の日経平均株価の下げ幅は8%に迫り16年ぶりの大きさを記録した。続く欧州市場は、独仏の株価指数がマイナス7%、8%と大きく下げ、イタリアとスペインの指数も暴落した。英国FTSE100は一時8%超下落したが、売り方の買い戻しも入って終値では3%安だった。最後の米国市場でも、ダウ平均は前日比610ドル32セント(3.4%)安、3カ月ぶりの安値に沈んだ。失望売りの連鎖は、瞬時に地球を駆け巡った。

Brexit-2(出典:Reuters)

キャピタルマーケットはBrexitに失望した。では、我々は一体何に期待したのか?

同僚のアナリストがすでに書いた[1]ように、それはグローバルな市場統合であり、単一市場であった。LSE-DBのマージ[2]は、取引所関係者に大きな刺激となり、TARGET2-Securitie[3]やMiFID II[4]は、政策当局への重大なメッセージとなった。債券市場のT+1、株式市場のT+2[5]も、これまでのところ、欧州市場がリードした。現在のFinTechトレンドにおいても、ロンドンのLevel39[6]が、その先駆けであった。そこでは常に、新しいテクノロジーや知識が駆動する革新的なビジネスモデルが議論された。それは常に、IN(統合)であり、OUT(離脱)ではなかった。金曜日の市場が示す通り地球は連鎖しており、商流も金流も決してそこから離脱できない。

月曜日以降、グローバル市場の攻防は、ローレイテンシーを競う市場から、リソースアロケーションを巡る地政学的な戦略論議に拡大する。日系企業の大半は、欧州本社を英国に据え、大半のリソースをロンドンとその近郊に集中してきた。その背景には、EU単一市場だけでなく、それがグローバル市場へのINを可能としたからであり、再検討を開始する[7]のはHSBC[8]だけでなない。

政治、経済、そして通貨以上に、情報利用技術は世界を融合させた。この流れは止まらず、今回の出来事は歴史的な逆行と言える。この出来事を危機と捉えるか、機会と捉えるか?確かに、政治家は資本主義の行き過ぎに対応する必要があ[9]かもしれない。しかし、こと金融サービスにおいて、消費者の期待はモダナイゼーション、デジタル、そしてイノベーション[10]であって、時代の針を逆行させることではない。

 

[1] To Brexit and beyond! http://wealthandcapitalmarketsblog.celent.com/2016/06/24/to-brexit-and-beyond/

[2] How do you say “Brexit” auf Deutsch? http://wealthandcapitalmarketsblog.celent.com/2016/06/24/how-do-you-say-brexit-auf-deutsch/

[3] The European Post-Trade Ecosystem Under T2S http://www.celent.com/reports/european-post-trade-ecosystem-under-t2s

[4] MiFID II Pre- and Post-Trade Transparency http://www.celent.com/reports/mifid-ii-pre-and-post-trade-transparency-there-light-end-three-year-tunnel

[5] Europe T+2: Is Asia-Pacific Ready? http://www.celent.com/reports/europe-t2-asia-pacific-ready

[6] Fintech accelerators are becoming physical as well as virtual communities http://bit.ly/1oLjby7

[7] 日本企業、戦略練り直し 英EU離脱で関税・為替注視 http://www.nikkei.com/article/DGXLZO04064140V20C16A6EA3000/

[8] HSBC 'to move jobs to Paris if UK leaves single market' http://www.bbc.com/news/business-36629745

[9] How a cautious nation came to tear down the political temple http://www.ft.com/cms/s/0/b90a7278-3a02-11e6-9a05-82a9b15a8ee7.html#axzz4CZSVtXfl

[10] 日本の銀行業界におけるレガシー・モダナイゼーション パート2:銀行業界への提言 http://www.celent.com/ja/reports/35018

 

 

今春のカンファレンスを振り返る(その2)

本稿では、今春のアジア3都市での6つのカンファレンスを振り返ります。銀行、保険、証券、ウェルスマネージメントの各業界の議論に共通したキーワードは、フィンテック、デジタル、そしてモダナイゼーションでした。

 

Legacy Modernization Seminar (47日:東京)

http://www.celent.com/news-and-events/events/legacy-modernization-seminar

グローバルなITサービスベンダーの主催するコミュニティミーティングで、「レガシーモダナイゼーション」のプレゼンテーションをしました。

昨年セレントが実施したサーベイ結果は、日本の保険業界におけるレガシーシステムの現代化について、以下の示唆をもたらしました。

  1. 現代化の検討は本格化、既に実施ステージに:置換戦略は、新システムへの置換がバージョンアップやラッピングを凌ぎ、置換理由は、コスト、ITスキルや能力との合致、リスク許容度、が主流である。
  2. 置換プロジェクトの進捗は評価から実施段階へ入るも、新たな解決策(SaaS、BPO)の検討は十分とは言えない。
  3. 最大の課題は自社に最適なプログラムの選定にある。
  4. ビジネスケースの検討は不十分:ビジネスケースはプロジェクトの進捗管理ツールに止まり、ライブドキュメントとして機能していない。
  5. 現代化の進展による、ビジネス部門、IT部門の役割変化は、未だ責任分担を変化させるには至っていない。

この現状認識に基づき、カンファレンスでは、以下を議論しました。

  1. レガシーモダナイゼーションのフレームワーク
  2. 組織の優先課題と自社のリスク許容度の掌握
  3. スコープ定義

そしてレガシーの再生産をしないモダナイゼーションのKFSとして、以下を提唱しました。

  • 自動化とその複雑系への適用
  • コアスタンダードの確立と、ローカルバリエーションの許容
  • ソーシングモデルの見直し

ここでもまた、「フィンテック」「デジタル」が共通の話題でしたが、IT部門の最大の課題は、やはり「レガシーモダナイゼーション」にあります。それはITシステムの更新や新技術の導入だけでなく、IT部門の体制やイニシアチブの在り方にも大きく依存します。カンファレンス参加者の問題意識は、「データ移行」「プログラムコンバージョン」「コンフィグレーション」から「クローズド・ブック」のBPOまで、実に多様なテーマに及びました。

4

http://tekmonks.com/beta/beta/brochure/FI-Consulting.html

 

Tokyo Financial Information & Technology Summit  (412日:東京)

http://www.celent.com/news-and-events/events/tokyo-financial-information-technology-summit

キャピタルマーケットのトピックスも変化しています。

例年同様、東京金融情報&技術サミットのパネル運営をサポートしました。今年のカンファレンスでは、ウェルスマネージメント、フィンテックを新たなトピックスとして加え、「信託ビジネス」と「ブロックチェーン」のパネルをモデレートしました。

「信託ビジネス」パネルでは、以下のトピックスで議論しました。

変貌する個人金融市場と資産運用ビジネスの現状認識について:

  • 「貯蓄から投資へ」の潮目の変化(NISA、投信、ラップ口座)
  • ゼロ金利の影響
  • ターゲットとするセグメント

個人向け資産運用ビジネスへの取り組みについて:

  • 新チャネルの状況(対面チャネル、非対面チャネル、ハイブリッド)
  • プロセスの改革の度合(分析と自動化の活用度合)
  • オペレーション革新の状況(商品・サービス、IT、組織・体制の革新)

資産運用ビジネスにおけるイノベーションのドライバーと挑戦:

  • テクノロジー活用(チャネル、分析・自動化、商品・サービス)
  • データ活用(投資サポート情報、投資商品データ、投信データ)
  • FinTech活用(組織・体制、新市場とコミュニティの拡大)

日本のリテール証券・信託マーケットにおいても、ウェルスマネージメントビジネスとそこでのテクノロジー活用が重要テーマとなっています。

 

「ブロックチェーン」パネルでは、「資本市場」を中心とした「ブロックチェーン」の可能性、POCへの期待を議論しました。論点は、以下の3点でした。

  • 取引の透明性、コスト削減への効果期待と実現方策
  • 金融サービス事業適用の条件、POCに期待する成果
  • 期待される、ビジネスケース

ブロックチェーンを巡る議論は、「探索」の段階から「実証」の段階に入ったと感じました。また、カンファレンスの議論を通じて、以下の示唆を見出しました。

  • この技術は、多くの市場参加者が共有すべきもの:プライベートもしくは、小規模なコンソーシアムでこの技術を適用しても、そのメリット享受は難しい。
  • この技術は、グローバルに実装すべきもの:グローバルな制度変更を伴う、標準化のイニシアチブのなかでの設計と実装が本来の姿である。ビジネスケースは、国際送金、トレードファイナス、マイクロペイメントなど想定されるが、ビットコイン(の信任が増し)若しくは、新法定通貨が定まれば、金融取引の大半はそれでよく、後は、非金融情報をタグ付するだけで、その多くはXMLの範囲で解決する。
  • この技術は、アプリケーションではなく、プラットフォームの技術:従って、①基礎研究:新プラットプラットフォームの構築と、②応用研究:その上でのアプリケーションの構築作法、とを峻別し、POCの多くは、R&Dとして①を主に、②はサンプル・ユースケース程度であり、制度設計は皆無。多くのベンダー(や金融機関)は、旧態依然として、新標準が定まった後のAP構築方法論及びAP構築から利益を出す構造である。

そこでの課題は、以下の3点に集約出来ます。

  • 透明性:技術の特性として、秘匿性の高い情報の管理には向かない。大半の金融取引は秘匿性が伴い、法改正も必要。
  • 制度設計:大規模金融基盤適用には、制度設計、制度改定が不可避で、個別金融機関にはその動機がない。
  • 技術者の人口:メインフレームからC/S、Web、モバイル、AI&IoTへの変遷と全く同様に、広範な普及には開発者の人口が必要。

5

http://www.financialinformationsummit.com/tokyo/jp/static/programme

 

17th Asia Conference on Bancassurance and Alternative Distribution Channels (5月10日:ジャカルタ)

http://www.celent.com/news-and-events/events/17th-asia-conference-bancassurance-and-alternative-distribution-channels

今春2回目のジャカルタでは、このバンカシュランスのカンファレンスに参加し、保険業界におけるデジタル化をセレントの「デジタルフレームワーク」を用いて提唱しました。加えて、InsurTechの動向を、ソーシャルメディアのデータ分析、保険会社以外のデータ収集とその活用、IoTを活用した新たなデータソースの拡充、構造化データ以外の分析ツールの活用について紹介しました。また、銀行と保険会社のレガシーモダナイゼーションについても言及し、自動化と事務処理のSTP化の重要性を述べました。バンカシュランスの文脈においても、銀行、保険会社に跨る事務処理をシンプルにすることが鍵で、プロセスのデジタル化はすなわちコアシステムの現代化を誘導することを提言しました。

カンファレンス・チェアの役割を通じて、全プレゼンテーションを紹介し、質疑応答をモデレートしました。登壇者の顔ぶれは、現地の金融当局、保険業界団体、東南アジアで活躍するグローバル銀行と保険会社、再保険会社の現地法人、そして当地でのデジタルバンキングに商機を見出すテクノロジーベンダーとフィンテック・スタートアップ企業。各社の発表に共通するコンセプトは、デジタルエクスペリエンスが変える銀行と保険会社、そして保険契約者の関係でした。

社会インフラの制約条件は、シンプルな顧客関係を要求します。金融とITのリテラシーが未成熟な地域では、顧客の文脈での推奨や支援が必要とされます。それらを満たすプラットフォームとして、モバイルを中心とした顧客接点が取り組みの中心でした。Financial Inclusion(金融包摂)は、金融当局の強力なバックアップもあり、銀行、保険、そしてテクノロジーの業界にとって、大きな活躍の舞台とみなされます。今回も、アジア新興市場のダイナミズムを大いに実感しました。

6

http://www.asiainsurancereview.com/airbanc2016/Programme

 

今春のカンファレンスを振り返る(その1)

カンファレンスは、いつも刺激に溢れています。今春も各地で、パネルディスカッションやプレゼンテーションの機会に恵まれました。自らのプレゼンテーションを通じて、過去のリサーチ成果を発信するだけでなく、カンファレンス・チェアやパネル・モデレータの役割は、業界ソートリーダとのインプロビゼーションであり、将来のリサーチトピックスやインサイトテーマを仕込む、貴重な瞬間です。人が出会い、意見を交換し、議論を深める。そのための準備と当日の緊張感は、アナリストの責務であり、醍醐味でもあります。

本稿では、今春のアジア3都市での6つのカンファレンスを振り返ります。銀行、保険、証券、ウェルスマネージメントの各業界の議論に共通したキーワードは、フィンテック、デジタル、そしてモダナイゼーションでした。

 

Blockchain Business Conference 2016 (121日:ソウル)

http://www.celent.com/ja/news-and-events/events/blockchain-business-conference-2016

セレントを含めて4人のスピーカーが、ブロックチェーンを中心としたフィンテックに関する現状認識と取り組みを発表しました。

ソウル大学ビジネススクールの教授は、ビットコインとブロックチェーンの関連性と違い、ブロックチェーン技術の特長、イノベーションプラットフォームとしてのブロックチェーンへの期待を述べました。大手SIのLG CNSと、フィンテクスタートアップのcoinoneは、自社におけるブロックチェーンへの取り組みと、適用を目論むビジネス分野について、簡易なユースケース・デモを交えて発表しました。セレントからは、フィンテックの背景、ブロックチェーンの本質、金融サービスの行方について、グローバルと日本の立ち位置から報告しました。

参加者は総じて若く、ITのトレンドに敏感で、ブロックチェーンを新たなビジネス機会として捉え、その議論を挑む姿勢が印象に残りました。ソウルにおけるこのブロックチェーンのカンファレンスは、ペイメント分野での新たなサービス創出の意欲が実感出来ました。

本イベントについては、「フィンテックトレンドの昨日」 http://bit.ly/1txsSmD と題してポストしました。

1

 

Celent Analyst and Insight Day  224日:東京)

http://www.celent.com/ja/node/34449

今春のカンファレンスシーズンは、このイベントからスタートしました。

世界各地からセレントのアナリストが東京に集結し、テクノロジーが金融業界の土台をいかに揺さぶっているか、金融機関は新しい現実にいかに適応していくべきか、様々な議論とインサイトを発信しました。「イノベーション」「フィンテック」「ブロックチェーン」をテーマとした3つのセッションで、合計15のプレゼンテーションを披露しました。

イノベーションの手法とベストプラクティス、未来への分岐点 としてのフィンテック、ブームで終わらないブロックチェーンのインパクト。どのテーマも、市場を席巻するメガトレンドですが、着地点や方向性が見出せない議論となりがちです。このカンファレンスを通じてセレントは、フレームワークベースの考察、ベストプラックティスの活用、そして戦略的自由度の確保が重要であると提言しました。

このカンファレンスの前後でも、各社のPOCに関するプレスリリースが相次ぎました。2016年の春、東京での「フィンテック」を巡る議論は、「探索」から「実証」に推移し、先駆者の「ユースケース」や「ビジネスケース」を待望する声が多数聞かれました。

本イベントについても、「セレント アナリスト&インサイト・デー」 http://bit.ly/1T6R5u2 にポストしました。

2

 

Southeast Asia Banking Technology & Innovation Summit 331日:ジャカルタ)

http://www.celent.com/news-and-events/events/southeast-asia-banking-technology-innovation-summit

昨年のビザ条件の緩和は確実に奏功し、インドネシアでのカンファレンス機会が拡大しています。セレントは今春、銀行と保険の業界メディアから招聘を受け、カンファレンスに参加しました。

日本の約5倍の国土に2.6億の人口、イスラム教徒の比率が88%、2005年以降5~6%台の高成長率、2015年一人当たり名目GDP3,362ドル(世界113位)。首都ジャカルタには、アジア新興国市場の縮図があります。治安、交通渋滞、インフラと様々な課題を抱えつつも、そのすべてを事業機会として取り組むダイナミズムを感じました。

このバンキングのカンファレンスでは、銀行業界におけるデジタル化をセレントの「デジタルフレームワーク」を用いて提唱しました。市場の激流を注視し、顧客経験を通じて自社のブランド評価を計測すること。ITとビジネス両面の柔軟性を確保し、デジタル化による具体的な経済価値を追求すること。そして、そのための戦略ロードマップを策定、実行すること。この5点は、セレントの提唱するデジタル戦略の中核です。

また、カンファレンス・チェアの役割を通じて、全プレゼンテーションを紹介し、質疑応答をモデレートしました。登壇者の顔ぶれは、現地の金融当局、南アジアで活躍するグローバル金融機関の現地法人、そして当地でのデジタルバンキングに商機を見出すテクノロジーベンダーとフィンテック・スタートアップ企業。各社の発表に共通するコンセプトは、Financial Inclusion(金融包摂):低所得層の世帯や事業主が、信頼のおける金融機関から、適切な価格で高品質の金融サービスを利用できるようにすること。デジタル技術はそのイネーブラーとして、店舗やATMよりもモバイルがそのメインチャネルとして、大いに議論されました。

3

 

Nominations for the 2016 Asia Insurance Technology Awards (AITAs) are now open

The Asia Insurance Technology Awards (AITAs) recognize excellence and innovation in the use of technology within the insurance industry in the Asia Pacific Region.

Nominations for the 2016 AITA Awards are now open. Please find more information on Celent website http://www.celent.com/aita, and you can download the nomination form from there. The deadline for submitting the nomination form is 24 June 2016.

AITA AWARDS CATEGORIES

IT Leadership

This award honours an individual who has displayed clear vision and leadership in the delivery of technology to the business. The recipient will have been responsible for deriving genuine value from technology and has demonstrated this trait with a specific project or through ongoing leadership.

Nominations accepted from insurers. Vendors are welcome to assist their client insurers with their nominations, however vendors/suppliers are not qualified to receive this award. All nominations MUST include insurer contact information, and all follow-up will be done with the insurer, not the vendor.

Best Insurer: Technology

This award honours the insurer who has made the most progress in embracing technology across the organisation.

Nominations accepted from insurers. Vendors are welcome to assist their client insurers with their nominations. However, vendors/suppliers are not qualified to receive this award. All nominations MUST include insurer contact information, and all follow-up will be done with the insurer, not the vendor.

Digital Transformation

This award honours an insurer or broker who has made the most progress in implementing digitization initiatives, such as sale and service of products online, eco-system integration (such as with business partners, repair shops, medical providers, distribution, etc.), leveraging social networks, work-place enablement (such as BYOD, collaboration tools, etc.), business process automation (STP), engaging user interface design, or leveraging mobile technology.
 
Nominations accepted from insurers. Vendors are welcome to assist their client insurers with their nominations, however vendors/suppliers are not qualified to receive this award. All nominations MUST include insurer contact information, and all follow-up will be done with the insurer, not the vendor.
 
Big Data and Analytics

This award honours insurer or broker who has made the most progress in utilizing data analytics technologies, such as predictive analytics (claims fraud, underwriting, pricing, climate analysis), prescriptive analytics (triage, sales automation, ‘next best action’), and virtualization (dashboards and heat maps, catastrophe management, network analysis, geo-political risk analysis).

Nominations accepted from insurers. Vendors are welcome to assist their client insurers with their nominations, however vendors/suppliers are not qualified to receive this award. All nominations MUST include insurer contact information, and all follow-up will be done with the insurer, not the vendor.

Best Newcomer

This award recognizes the best new player in the insurance technology field. The recipient will have introduced a game-changing solution to the industry.

Nomination accepted from insurers, vendors and Fintech/Insurtech firms

Innovation

This award recognizes the innovation business model, applying of emerging technology, or the innovative usage of technology.

Nomination accepted from insurers, vendors  and Fintech/Insurtech firms