Payments Centre of Excellence
Through our Centre of Excellence, we:
We are at the forefront of defining and realising the next generation of payments. Together we empower our clients to deliver the payments and technology change they need to meet the demands of tomorrow.
Deploy subject matter experts who have designed and delivered major payments transformations projects for processing, data and value-added services
Help translate real business needs to IT requirements, through vast combined knowledge of the latest industry and regulatory requirements and trends
Offer expertise and insights to manage the technical and operational considerations of transitioning to a 24/7/365 instant payments model
Provide clients with a strategic vision, target architecture and roadmaps to transform their legacy payments estate to modern, real-time and low-cost solutions
There are big opportunities for enhanced payments innovation and lower-cost services due to developments including growth of real-time payments volumes, new data standards, cloud provision, and API-connectivity.
A technology strategy plays a vital role in supporting payments transformation by enabling the bank to cut costs by factors not percentages, build new ways to differentiate and generate revenue in payments, and achieve greater resilience in light of increased risk and regulatory scrutiny. Payments processing needs to transform for much greater volumes, growth of real-time and always-on services, and a changing business model where value from differentiators is decoupled from low margin payments execution.
Banks need to set out up-to-date progressive payments technology strategies that harness these new capabilities in processing systems and payments data. This will deliver stronger customer propositions, lower-cost operations, and more robust compliance, enabling banks to future proof the business allowing them to swiftly respond to both industry and regulatory drivers.
Examples of key themes and industry drivers that influencing payments strategy for banks include: Faster Payments Enhancements, ISO 20022, Digital Currencies, Order Management, PPaaB.
The democratisation of Account to Account (A2A) payments, coupled with a wide range of global initiatives such as the movement to real-time payments, is resulting in an explosion of information volumes generated both internally and externally, moving at unprecedented speeds.
With increasing customer demands and competition pressures, banks need to re-assess their data strategy in alignment with their business strategy and realise the benefits of a data led organisation.
Advancements in Analytics and wide range AI technologies that span Predictive / Generative, and Natural Language Processing, have created a compelling need to modernise the data landscape.
Banks need to adopt the three pillars of a modern data strategy:
Examples of key themes and industry drivers that influencing payments strategy for banks: ISO 20022 migration, Payments Data Consolidation and Exploitation of AI.
Buying off-the-shelf payments solutions has become less attractive to a growing number of financial institutions. The inflationary pressure on licence fees, increasing vendor frustrations due to complex upgrade paths, limited influence on roadmaps and inability to differentiate in the market are all factors that lead organisations to consider building their own payments solutions.
A decision to build rather than buy takes back control, allowing financial services organisations to determine the direction and pace of payments modernisation and innovation. This creates opportunities to quickly respond to changes in market conditions, taking advantage of revenue generating opportunities or complying with new regulatory requirements.
To successfully build payments solutions, financial institutions must have access to proven payments expertise, as well as architecture and engineering capability well versed in modern technologies and development practices. SMEs with specialist payments domain knowledge are a key factor for success given the challenging mix of functional (business and scheme/compliance) and non-functional (including resilience and performance) considerations that mission-critical payments solutions demand.
Also, aiming to build everything is simply not viable; organisations need strong payments experience to be able to choose what areas of the payments ecosystem are strategic, and then decide on the technologies, frameworks and accelerators to support product delivery.
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