Change is Accelerating . . . Will You Keep Up?

2. Enhance Efficiency & Lower Costs through Process Optimization and Interconnectivity with IBM software for FSS

3. Change is Accelerating . . . Will You Keep Up? CEOs Worry About Their Business Agility 98%of CEOs expect their business models will need to change 98% Agile businesses have 29% higher earnings per share. “We have seen more change in the last ten years than in the previous 90.” Ad F. Scheepbouwer, CEO KPN Telecom Source: Business Technology Management Institute Source: IBM Global CEO Study 2008

4. Market forces drive need for change and innovation Business flexibility and responsiveness essential in FSS Market forces Innovation by Flexible Institutions Customer Expectations • Increasing desire for anytime-anywhere financial services Demand for Wallet Share • Need to foster customer loyalty and increase products per customer ratio Mergers, Acquisitions and Globalization • Competitive landscape changing constantly with leading companies merging, acquiring and penetrating new markets Tightening Corporate Governance • Increasing scrutiny from regulators (Sarbanes-Oxley, Basel2) Modernize core legacy applications and securely leverage third party offerings to deliver first-to-market services across all channels Re-use best of breed services and infrastructure across the enterprise to provide a consistent customer experience while lowering cost Rapidly integrate the organizations, processes and technologies of the merged and acquired entities, optimizing along horizontal/vertical/global lines Evolve to a real-time architecture that links policies with their run-time enforcement, controls access according to separation of duties, and supplies current business support data

5. Enterprise Architecture and BPM drive SOA solution delivery SOA Center of Excellence Enterprise Architecture Telelogic System Architect Business Process Management IBM BPM Suite Models • Enterprise blueprint based on business and technology architecture • Transformation roadmap • Integrated view of technology ecosystem • Change management and collaboration • Detailed business process models • Optimized business processes • Organizational and resource models • Human tasks, business rules, business policies, KPI’s SOA Solution Delivery

6. Enterprise Architecture ENTERPRISE ARCHITECTURE What to do, Where to do it, and How to do it? • The Enterprise Architecture discipline defines and maintains the architecture models, governance, and transition initiatives needed to effectively co-ordinate semi-autonomous groups towards common business and IT goals Strategy Business architecture that defines the organisation Business Applications and information Information Systems Infrastructure that supports the IS Technology

7. Enterprise Architecture ENTERPRISE ARCHITECTURE Assets that define the enterprise strategy, goals and objectives. What to do, and how to do it? Strategy Documentation of organization capabilities, resources, product portfolio, external interfaces, high-level business process blueprint that supports the strategy Business Applications and information that support the business and implement the business functions in the IT systems Information Systems • Infrastructure that supports the IS: • Technical components: servers, networks, etc. • Technology: platforms, etc. Technology

8. Enterprise Strategies & Direction Business Processes Business Processes & Services Orgs & Projects & Initiatives People Data Applications IT Infrastructure & Services IT Infrastructure Enterprise Architecture Tames the Complexity Does Strategy Drive What we do? Do IT Investments Align with Strategic Business Direction? Do we have clear visibility of the Scope of our Projects? Archaic Business Processes? Antique Applications and Data? Obsolete Technologies? Outdated Strategies and Organization Structures?

9. Behavior (UML Support) Network Topologies Matrix Views Organizational Charts Application Models Process Models Data Models Goals Objectives Class Diagrams Enterprise Architecture and Business ProcessTelelogic System Architect Capabilities • Out-of-the-box multiple method support with industry proven frameworks and standards • Superior analysis and reporting • Web enablement for the extended team Benefits • Create an IT organization in line with business strategies and processes • Clear picture of the entire organization for corporate leaders • Understand the impact of change before significant resource & expenditure are incurred

10. Enterprise Architecture and BPM drive SOA solution delivery SOA Center of Excellence Enterprise Architecture Telelogic System Architect Business Process Management IBM BPM Suite Models • Enterprise blueprint based on business and technology architecture • Transformation roadmap • Integrated view of technology ecosystem • Change management and collaboration • Detailed business process models • Optimized business processes • Organizational and resource models • Human tasks, business rules, business policies, KPI’s SOA Solution Delivery

11. Many Organizations Struggle with Process ManagementResulting inWaste, Errors, Exceptions, Rework, and Inefficiencies Bottlenecks prevent efficiency, exceptions and errors are costly, slow to fix Process aren’t well documented or even understood Using multiple tools is time consuming and cumbersome Unable to test and evaluate process model alternatives before deployment Inability to analyze models from different perspectives causes unnecessary rework Process change is not planned, improvement is not standardized and reactive

12. Process Modeling Helps You Achieve a Range of Business Goals Documentation & Compliance Analysis & Continuous Improvement Deployment & Execution • Document process to understand your business • Consolidate process maps across the organization • Comply with existing and pending regulations • Increase efficiencies; lower costs • Design best practice process models • Simulate process before deployment for better ROI • Clarify business requirements • Accelerate application development • Respond quickly to new opportunities

13. Extend reach to business users and tools Import content into formal process models you can simulate and direct deploy Easier collaboration, fewer misunderstandings Business-Level Process Modeling Rapidly Converts Business User Expertise Into Action Telelogic SA PowerPoint* Excel ARIS Others…

14. Componentized Business Solutions Easier change and greater flexibility by dynamically adapting business processes and business services to support composite applications Customer Needs: Greater flexibility and faster change Customer Needs: Dynamic Business Processes Accelerated process improvement Customer Needs: Efficient & manageable services and processes Process Automation dynamic business processes and abstract business services / policies to enhance flexibility within composite business applications Customer Needs: Level of Run-Time Dynamic Capability Process Integration Documented Business Processes Standards-based services abstracted and reused with process choreography. Separation of business logic from technological infrastructure. Process Modeling Service Orchestration Service Mediation & Transformation Process definition and documentation Complexity of Process Variability, Design & Maintenance

15. Sales Operations Partners Finance IBM's WebSphere Dynamic Process Edition Provides Comprehensive, Role-Based Capabilities That Delivers Agility Across the Organization Business User Experience Channels Roles Content Process Execution Modeling & Simulation Business IT Governance Business Services Business Activity Monitoring Outsourced Partners Enterprise Service Bus On-premises Pre-built Industry Accelerators

16. Enterprise Architecture and BPM drive SOA solution delivery SOA Center of Excellence Enterprise Architecture Telelogic System Architect Business Process Management IBM BPM Suite Models • Enterprise blueprint based on business and technology architecture • Transformation roadmap • Integrated view of technology ecosystem • Change management and collaboration • Detailed business process models • Optimized business processes • Organizational and resource models • Human tasks, business rules, business policies, KPI’s SOA Solution Delivery

17. Reducing errors by providing consistent views of market reference data can result in significant cost savings Distributed, real time transactions – such as credit applications and reinsurance Shared services initiatives, imposing new security implementations (private vs public account information) BASEL2, has forced companies to measure operational excellence for the opportunity to reduce reserves Outsourcing, which has seen the need to provide distributed connectivity to internal resources using Web services Financial Services: The Standards Overview

18. FSS Requirements in SOA & Web Services • Security and reliability • Ease and flexibility of integration • High scalability and low-latency • Service level agreements • Lower cost/simplified operations • Reducing total cost of ownership / decreasing time to market

19. Software Skills & Support WebSphere DataPower SOA Appliances redefine the boundaries of middleware extending the SOA Foundation with specialized, consumable, dedicatedSOA appliances that combine superior performance and hardened security for SOA implementations. IBM DataPower Meets the Industry’s Requirements An SOA Appliance… Creating customer value through extreme SOA performance and security • Simplifies SOA with specialized devices • Accelerates SOA with faster XML throughput • Helps secure SOA XML implementations

20. Why an Appliance for SOA in FSS • Hardened, specialized hardware for helping to integrate, secure & accelerate SOA • Many functions integrated into a single device: • Impact: connectivity will require service level management, routing, policy, transformation • Higher levels of security assurance certifications require hardware: • Example: government FIPS Level 3 HSM, Common Criteria • Higher performance with hardware acceleration: • Impact: ability to perform more security checks without slow downs • Addresses the divergent needs of different groups: • Example: enterprise architects, network operations, security operations, identity management, web services developers • Simplified deployment and ongoing management: • Impact: reduces need for in-house SOA skills & accelerates time to SOA benefits

21. The end game – banking flexibilityWe can help you create, manage, protect and preserve your IT infrastructure • Create • Identify and address intelligent reuse, transparency, traceability and management of assets • Create coherence across applications and processes that reduce operational risk while also driving business results • Manage • Ensure the quality of your Business Processes • Gain real-time visibility into projects without creating overhead • Reduce development time, complexity and delivery costs • Protect and Preserve • Move from transparency based on regulators toward transparency as a brand attribute to reinforce “trust”