Banks have been making IT Changes rather unsuccessfully recently. This article suggests there is a pattern with root causes and concludes that Banks will have to change their change implementation strategies in the near future to avoid worse failures.
Discussion of banking disintegration, focussing on the various complexities arising from the partial divestment of RBS branches to the Santander Group. The specific problems of divestment might spawn a new IT service industry.
UK Banks are under increasing pressure from a range of external stakeholders to clarify the real value and nature of their assets. There are many aspects of banking and its operations that complicate a Bank’s reaction to this pressure.
This Appendix highlights why Banks lend to each other and the three means that are used: (1) Money Market Loan and Deposits; (2) Syndicated Loans and Loan Markets; (3) Securitisation and CDOs.
What has happened to Interbank markets over the last 6 months, why has this happened and what is the expected impact on IT and Operations. There are two main areas of change as a result of the credit crunch for IT and Operations; (1) Stop / Run down programmes, and (2) New MI based on Capital. These are discussed further in the article.
An Investment bank works from a systems and operations point of view. It is by necessity a simplification of reality but conveys the essence of the game. There are two parts to this; The Core Trading Business Model & The Investment Bank Structural Overlay.
The RBS challenge in integrating ABN Amro, describing the necessary stages of the ABN separation project and the RBS integration project.