This is the final post in a series of four posts on the implications of the Open Banking Standard (OBS) in the UK. The first post introduced the specification, the second post examined the business implications of the specification, the third examined the strategic drivers for incumbents to drive change in their platforms to achieve OBS Compliance, and the final post will discuss a reference architecture for the OBS.
The Key System Architecture Tenets for OBS…
The design and architecture of a solution as large and complex as a reference architecture for Open Banking is a multidimensional challenge and it will vary at every institution based on their existing investments, vendor products & overall culture.
The OBS calls out the following areas of data as being in scope – Customer transaction data, customer reference data, aggregated data and sensitive commercial data. A thorough review of the OBWSG standard leads one to suggest a logical reference architecture as called out below.
Based on all the above, the Open Bank Architecture shall –
Now that we have covered the business bases, what foundational technology choices comprise the satisfaction of the above? Lets examine that first at a higher level and then in more detail.
Given the above list of requirements – the application architecture that is a “best fit” is shown below.
Illustration – Candidate Reference Architecture for the Open Bank Standard
Lets examine each of the tiers starting from the lowest –
Cloud Computing across it’s three main delivery models (IaaS, PaaS & SaaS) is largely a mainstream endeavor in financial services and no longer an esoteric adventure only for brave innovators. A range of institutions are either deploying or testing cloud-based solutions that span the full range of cloud delivery models. These capabilities include –
IaaS (infrastructure-as-a-service) to provision compute, network & storage, PaaS (platform-as-a-service) to develop applications & exposing their business services as SaaS (software-as-a-service) via APIs.
Choosing Cloud based infrastructure – whether that is secure public cloud (Amazon AWS or Microsoft Azure) or an internal private cloud (OpenStack etc) or even a hybrid approach is a safe and sound bet for these applications. Business innovation and transformation are best enabled by a cloud based infrastructure – whether public or private.
While banking data tiers are usually composed of different technologies like RDBMS, EDW (Enterprise Data Warehouses), CMS (Content Management Systems) & Big Data etc. My recommendation for the OBSWG target state is largely dominated by a Big Data Platform powered by Hadoop technology. The vast majority of initial applications recommended by the OBSWG call out for predictive analytics to create tailored Customer Journeys. Big Data is a natural fit as it is fast emerging as the platform of choice for analytic applications.
Financial services firms specifically deal with manifold data types ranging from Customer Account data, Transaction Data, Wire Data, Trade Data, Customer Relationship Management (CRM), General Ledger and other systems supporting core banking functions. When one factors in social media feeds, mobile clients & other non traditional data types, the challenge is not just one of data volumes but also variety and the need to draw conclusions from fast moving data streams by commingling them with years of historical data.
The reasons for choosing Big Data as the dominant technology in the data tier are the below –
The overall goals of the OBSWG services tier are to help design, develop,modify and deploy business components in such a way that overall WM application delivery follows a continuous delivery/deployment (CI/CD) paradigm.Given that WM Platforms are some of the most complex financial applications out there, this also has the ancillary benefit of leaving different teams – digital channels, client on boarding, bill pay, transaction management & mid/back office teams to develop and update their components largely independent of other teams. Thus a large monolithic WM enterprise platform is decomposed into its constituent services which are loosely coupled and each is focused on one independent & autonomous business task only. The word ‘task’ here referring to a business capability that has tangible business value.
A highly scalable, open source & industry leading platform as a service (PaaS) is recommended as the way of building out and hosting banking business applications at this layer. Microservices have moved from the webscale world to fast becoming the standard for building mission critical applications in many industries. Leveraging a PaaS such as OpenShift provides a way to help cut the “technical debt” that has plagued both developers and IT Ops. OpenShift provides the right level of abstraction to encapsulate microservices via it’s native support for Docker Containers. This also has the concomitant advantage of standardizing application stacks, streamlining deployment pipelines thus leading the charge to a DevOps style of building applications.
Further I recommend that service designer take the approach that their micro services can be deployed in a SaaS application format going forward – which usually implies taking an API based approach.
Now, the services tier has the following global responsibilities –
Predictive Analytics & Business Process Layer…
Though segments of the banking industry have historically been early adopters of analytics, areas being targeted by the OBSWG – Retail lines of business &Payments have generally been laggards. However, the large datasets that are prevalent in Open Bank Standard world as well as the need to drive customer interaction & journeys, risk & compliance reporting, detecting fraud etc calls for a strategic relook at this space.
Techniques like Machine Learning, Data Science & AI feed into core business processes thus improving them. For instance, Machine Learning techniques support the creation of self improving algorithms which get better with data thus making accurate business predictions. Thus, the overarching goal of the analytics tier should be to support a higher degree of automation by working with the business process and the services tier. Predictive Analytics can be leveraged across the value chain of the Open Bank Standard – ranging from new customer acquisition to customer journey to the back office. More recently these techniques have found increased rates of adoption with enterprise concerns from cyber security to telemetry data processing.
Another area is improved automation via light weight business process management (BPM). Though most large banks do have pockets of BPM implementations that are adding or beginning to add significant business value, an enterprise-wide re-look at the core revenue-producing activities is called for, as is a deeper examination of driving competitive advantage. BPM now has evolved into more than just pure process management. Meanwhile, other disciplines have been added to BPM — which has now become an umbrella term. These include business rules management, event processing, and business resource planning.
Financial Services firms general are fertile ground for business process automation, since most managers across their various lines of business are simply a collection of core and differentiated processes. Examples are private banking (with processes including onboarding customers, collecting deposits, conducting business via multiple channels, and compliance with regulatory mandates such as KYC and AML); investment banking (including straight-through-processing, trading platforms, prime brokerage, and compliance with regulation); payment services; and portfolio management (including modeling model portfolio positions and providing complete transparency across the end-to-end life cycle). The key takeaway is that driving automation can result not just in better business visibility and accountability on behalf of various actors. It can also drive revenue and contribute significantly to the bottom line.
A business process system should allow an IT analyst or customer or advisor to convey their business process by describing the steps that need to be executed in order to achieve the goal (and explain the order of those steps, typically using a flow chart). This greatly improves the visibility of business logic, resulting in higher-level and domain-specific representations (tailored to finance) that can be understood by business users and should be easier to monitor by management. Again , leveraging a PaaS such as OpenShift in conjunction with an industry leading open source BPMS (Business Process Management System) such as JBOSS BPMS provides an integrated BPM capability that can create cloud ready and horizontally scalable business processes.
API & UX Layer…
The API & UX (User Experience) tier fronts humans – clients. business partners, regulators, internal management and other business users across omnichannel touchpoints. A standards based API tier is provided for partner applications and other non-human actors to interact with business service tier. Once the OBSWG defines the exact protocols, data standards & formats – this should be straightforward to implement.
The API/UX tier has the following global responsibilities –
It can all come together…
In most existing Banking systems, siloed functions have led to brittle data architectures operating on custom built legacy applications. This problem is firstly compounded by inflexible core banking systems and secondly exacerbated by a gross lack of standardization in application stacks underlying capabilities like customer journey, improved lending & fraud detection. These factors inhibit deployment flexibility across a range of platforms thus leading to extremely high IT costs and technical debut. The consequence is that these inhibit client facing applications from using data in a manner that constantly & positively impacts the client experience. There is clearly a need to provide an integrated digital experience across a global customer base. And then to offer more intelligent functions based on existing data assets. Current players do possess a huge first mover advantage as they offer highly established financial products across their large (and largely loyal & sticky) customer bases, a wide networks of physical locations, rich troves of data that pertain to customer accounts & demographic information. However, it is not enough to just possess the data. They must be able to drive change through legacy thinking and infrastructures as things change around the entire industry as it struggles to adapt to a major new segment – the millenials – who increasingly use mobile devices and demand more contextual services as well as a seamless and highly analytic driven & unified banking experience – akin to what they commonly experience via the internet – at web properties like Facebook, Amazon, Google or Yahoo etc
Platforms designed technology platforms designed around the four key business needs will create immense operational efficiency, better business models, increased relevance and ultimately drive revenues. These will separate the visionaries, leaders from the laggards in the years to come. The Open Bank Standard will be a catalyst in this immense disruption.
 The Open Banking Standard –