Teradata Data Warehousing

Transcripción

1 Teradata Data Warehousing Helping to meet the challenges of the crisis Jose M. Valiño Blanco CIO Novagalicia Banco June 24th, 2014

2 Index Technology as innovation base? EDW NCG DW Strategy BI Infrastructure CRISIS CHALLENGES 4 milestones CONCLUSIONS

3 TECHNOLOGY AS INNOVATION BASE? 3

4 4 Technology... basis of innovation? Yeah, but... The causal factor of change, according to Professor Schumpeter, is "innovation," " which h is dfi defined das: Doing things differently in the area of economic life... "... Innovation is the activity it or function of a particular set of individuals..." Innovator, entrepreneur, disruptive element... Joseph a. Schumpeter ( )

5 5 Evolution of Commercial Banking and Retail is an evolutionary process Despite the generally held view, the financial "evolution" is not a story of concentration but specialization Internet/direct banks Telephone/direct banks Shareholder-owned private banks High-end private and merchant banks Niall Ferguson Commercial banks Full-service retail and commercial banks Bancassurance Monoline consumer finance and mortgage Subsidiaries opf major conglomerates Shareholder-owned savings and loans Not-for-prfit savings and loans Government-owned deposit takers Source: Niall Ferguson / William Burghes

6 6 Evolution of Commercial Banking and Retail is an evolutionary process with new forms of services and institutions that continually arise to exploit the subtle changes in the economic environment Boutique/specialistinvestmentbanks Universal bank division Niall Ferguson Shareholder-ownedinvestmentbanks Private-owned merchant banks Boutique investment managers Alternative investment managers Private equity houses Marketplace/exchange Source: Niall Ferguson / William Burghes

7 7 The Galician Banking sector as "evolution of species banking" 1st Technological New December integration Organization 2010 (as equals) Chart BE branches sold Banesco won NCG auction Caixa Galicia 2010 Nova Caixa Galicia Sept 9 Sept Caixa Nova Ourense J.M Castellano President 15 August 15 Nov Cesar G. Bueno CEO Novagalicia UGAS EVO Wholesale SAREB Migration 31 Jul 18 Dec EVO sold to Apollo Pontevedra Hasta 9.000mm rescate bancario Vigo innovative elements Apologize (Preferred shares) Pioneers in bad bank (UGAS) Sales Office Network in record time Sales EVO to APOLLO Innovation Process / People in traditional i market and mainly Mobile Banking Dec 2011 Dec 2013 our period of Creative Destruction?

8 8 The evolution of Banking species for banking evolution, a corporate DNA based on technology is needed d NCG BANCO NOVACAIXAGALICIA Novagalicia EVO UGAS Mayorista A unique and flexible technology platform that CAPITALIZES banking knowledge in Galicia Oficina Móvil OFICINAS Centro ON Mapa de Aplicaciones Novagalicia Banco ATENCION TELEFÓNICA INTERNET PLATAFORMA MULTICANAL MOVIL / SMART SERVICE AUTOSERVICIO PRESCRIPTORES TV BANK IN OFFICE Aplicaciones Corporativas Intranet Correo electrónico Outlook Herramientas Ofimáticas Herramientas Colaborativas Herramientas Departamentales Mensajería Instantánea Portal Ayuda a los Dispositivos Portal Servicios Móviles Portal RRHH Campus Virtual Portal Comercial / Productos y Servicios Portal CAU CGDN+ Sistemas de Inteligencia de Clientes Bienes Información Económica / Patrimonial CLIENTES LOPD MIFID CRM Operativo Marketing MicroMarketing Agenda Campañas Alertas Comerciales Avisos Express CRM Analítico Inteligencia de Clientes Campañas Multipaso / Multiplataforma T-CRM Data Mining DMC Analítica Rentabilidad Cliente / TVA RAROC-Analítica Corporativa / DW-TVA FINANCIACION Préstamos Créditos P.Convenio Efectos Preconced. Avales Anticipos Coberturas CAPTACION Cuentas Cuentas Soluciones Plazo Dinero Nuevo OTEEs Otros Serv. Expertis Gestión de Efectivo Archivo Taller de Productos / Modalidades Gestor Documental Administración de Productos EMPRESAS CashPooling Factoring Leasing PagoProv. Multifinanc. Renting Descuentos efactura ORG./INSTITUT. Cuentas Préstamos Créditos Avales GestoraSS Autorizaciones F.Especial Coberturas ONLAE Seguros Seguros Generales Vida/Ahorro-Inv. Oper. BancSeg Pagos Protegid. Broker Seg. Gestión Cobro/Impagados COMERCIO EXT. Finan.Impor. Finan.Expor. C.Documen. Seg.Cambio Remesas Ext MEDIOS DE PAGO Tarjetas Incentivos Transporte Hal-Cash Compras Esp Infraestructura común FileNet Internacional Sistemas de Control y Gestión Planif.Estratég. y SISTEMAS INFORMACIONALES Presupuestación Riesgos Planif.Objetivos FERMAT TRIAD BancWare Plan. SINAPSIS FOCUS-ALM Alertas de Riesgos Avales/Forf. Cheques Div Desc.Comex TPVs Moned.Elec AntiFraude Impresos y Correspondencia AHORRO / INVERS. Renta Fija Renta Var. Fondos Inv. Emisiones Deuda Pub. Planes Inv. Planes Pens. RF Privada SERVICIOS Domiciliac. Gest.Pagos Transferenc Cheques Divisas Contratación Integrada Taller Tarifas / Comisiones / Bonificaciones Tablas Corporativas Firma Digital Reporting / Cumplimiento Normativo SIRBE PALADIN EXPEDIENTE ELECTRÓNICO Gestión remota de Oficinas Ámbitos Mis Tareas Sistema MultiCentro CONTABILIDAD / CONTROL INTEGRADO / HFM (Consolidación) Gest.Cobro Impuestos Tesorería / Mercados Derivados MUREX / MLC DMD Valoración SFB-Sistema de Arbitrajes de Activos Valija Electrónica Información de Gestión Cuadro de Mando / FSI Inf.Gest.Departam. Sis.Retrib.Variable OBI Pos.Geoespacial Integración con terceros INFORMA Inf. Sectorial Tasaciones V.Registrales enotario Letrados Externos CIRBE EXPERIAN G.Promociones SWIFT CLS SIAMI / CECA IBERCLEAR/ BME ESPRINT T.G.SS.SS. AEAT SGRs Inditex IGAPE / ICO Xunta Ayuntamientos Diputaciones CNMV CECA Banco de España AUDITORÍA RRHH (SAP) Productividad SUPRA Escritorio Riesgos Informes Oficina Consola Analistas Daciones Comité Diario Comité Virtual RIESGOS Scoring / Rating Garantías / Pignor. Morosidad Litigios R. Operacional Concursos R. Mercado Corporación Financiera Agencias 27 De Rating

9 Coexistence of several models of banking innovation on the same technology platform Typically oriented to agile lifecycles, incremental and iterative, supported by CMMI Level 5 processes Incubator Compliance-oriented culture EVO Egalitarian (Decentralization) winding-down area due to bailouts UGAS Objectives- oriented Project-oriented culture People-oriented Task-oriented (Low formalization) (High formalization) Typically oriented to life cycles based on Waterfall and Prototyping, supported by CMMI Level 5 processes NOVAGALICIA Power-oriented culture Family, Loyalty Hierarchical (Centralization) WHOLESALE Role-oriented culture Bureaucratic Source: Fons Trompenaars cultural Model (Managing Change Across Corporate Cultures) 9

10 Creative Destruction: IT NCG Banco benchmarking conducted by Gartner Group 10 There is a strong focus on efficiency and clear evidence of this is a high utilization rate and high productivity Source: Gartner-Benchmarking TI NCG Banco

11 NCG DATA WAREHOUSE 11

12 EDW lessons learned In 2003 we began the construction of our EDW from scratch. We had a very clear goal: Canonical state t of the business. (Single version of the truth). Master dt data management program: data quality, information audit, compliance concerns, Coordination and integration capabilities between operational systems and informational systems. Mixed workload support. AGILITY 12

13 Strategy: Mixed Top Down & Bottom up approaches Top Down: Bottom up: Definition of the Ideal model of the business: Don t make business fit in a model. Build the model for the business. Normalized data model: redundancy free database and conceptual clarification of essential business concepts. Operational rationalization: seek the underlying structures, the reference entities, for DW and operational alignment. Re engineering the OLTP: Enterprise Key for contracts, automatic product classification,... New systems development Integration ti through h standardization di ti 13

14 The result The intersection between the top down & and bottom up approaches... a very simple model with mirror entities in operational systems. 14

15 So simple that it works The result: OLTP and DW speak the same language Operational systems work on the same reference entities that make up the DW kernel (mirror entities) Data Quality assurance: validation criteria implemented across the reference entities. Very simple interface between OLTP and DW: the T fall from the ETL. The extra work on re engineering means effort saved in future maintenance of the ETL processes and time gained in the adoption of changes Systems built and maintained around reference entities form a clear sample of horizontal protocols when supporting new integration capabilities. Begin the journey of a real SOA in

16 EDW: High level infrastructure diagram DB2 Teradata 25 TB Oracle Essbase 1 TB INFORMATICA Powercenter INFORMATICA Powecenter SQL Server Oracle OLTP Atomic level Data Model 3NF MOLAP EDW: 3NF Data Model with data at atomic level on Teradata Platform. Full automation of ETL (Powercenter) and DQ procedures (in and out). EDW leans on MOLAP (Oracle Essbase)forpre calculating data across multiple dimensions. 16

17 EDW: supported functional areas Systems that use the ADW Targeting Plan ALM RISKs Proactive Scorings Reactive Scorings Regulator Financial Statementst t Customer Intelligence T CRM TRIAD Front Ends FSI SRC OBI Planning/ Budgets Risks Alerts Moody s Analytics TVA Branch Apps Objectives Past due management Money Laundering Data Mining SRV Common Enterprise Information model Oracle BI (Essbase) Data Warehouse Teradata (25 TB) ETL & DQ INFORMATICA Powercenter Operational Systems Iflex (Miami, Geneva) Promosoft (Portugal) Spanish network Retail Business MUREX Wholesale and capital markets business 17

18 EDW: Road map showing our core competences evolution Tools / Techniques T 1 TCRM: operational 2 SPSS clementine 3 3 TVA: Profitability rules based software Client Profitability TRIAD: credit scoring 5 Preapproved credits / Loans Focus Alm & bank ware planning 6 Financial Planning / Budgeting Reporting platform (sectorial customized solution) 6 Regulator reporting 3 7 Fermat : BIS capital 7 Matlab: customized to credit, operational, market risk management Capital allocation Branches Management Cost accounting Advanced analitics 8 EDW Teradata 3 Internal interest rates management 1 Analytical Functional CRM /business scope Operational CRM

19 IT STRENGTHS 19

20 NCG s IT Platform Technological Platform selection, in the merger process, implied a complete auditing of our IT capacities. CG Platform was selected by (audit firm conclusions): IT Governance: Certifications: CMMi level 5 ISO Methodologies: ITIL Six Sigma CG s IT capacities compare better with first level financial entities than with entities in their same segment. With a cost per transaction consistently below industry average since market data records are available (0,037 /tx; 26,12% below industry average). 20

21 Warehouse: audit firm conclusions Architecturally solid foundation, built on a suitable technology (Teradata) Existence of Methodologies and Tools for active DQ management. Solid foundation for the development of commercial capabilities. 21

22 NCG s CRM: audit firm conclusions CRM capabilities very complete in their different functional blocks. Multi channel, Multi step engine. Online event management (Teradata ARM) Technological capabilities on Risk Management and Profitability Management very complete and advanced (Moody s Analytics, Teradata Value Analyzer TVA), above the benchmark sector. 22

23 CRISIS CHALLENGES 23

24 ADW Milestones SEP 2011 NCG Banco was born: new structure. UGAS, Nova Galicia, EVO, from a single Corporate ADW. JUN th June (Our black Wednesday) EU commissioner: NCG could shut down Near Real time DW refresh: Reporting every two hours of our level of deposits NOV 2012 NCG s restructuring plan was approved by the EU Spin off : Investors Data Room DIC 2013 SPLIT EVO: Setup of a complete technologyplatform to service EVO Bank SA 24

25 I NCG BANCO UGAS, Nova Galicia, EVO from a single ADW 25

26 EVO SPLIT Value enhancement for selling before 2015 We customized two FSI (different skin, reports and metrics) from only one DW 26

27 DW SPLIT multi brand from only one DW We customized three FSI (different skin, reports and metrics) from only one DW 27

28 II Black Wednesday Near real time ADW refresh 28

29 June 13 EU statements commissioner caused an avalanche in withdrawal Joaquín Almunia, Vice-President of the European Commission and Commissioner responsible for competition: Spain could settle one of the nationalized banks 29

30 Wednesday 13 from one batch daily refresh to near real time refresh OLTP Data Current Accounts Deposits Transfers Withdrawal events 30

31 III Spin off Investors Data Rooms 31

32 NCG Bank Strategic Plan In order to reinforce the bank s capital and liquidity positions, and to ensure its future viability on a stand alone basis, NCG has committed to adopt the following measures: 1 Re focus of the business model towards retail and SME lending in its historical core region (Galicia, Asturias and León). 2 Complete exit from real estate development lending and limitations in wholesale business. 3 4 Divestment of a number of industrial equity stakes and subsidiaries Implementation of a reduction of the branch network and workforce. 5 Establishment of measures concerning the Corporate Governance. 32

33 INVESTORS DATA ROOM Self service BI for investors Via citrix, we are providing access to more than 50 users from different companies interested t in our business Authentication: Second factor ENTER NEXT PIN:

34 INVESTORS DATA ROOM Self service BI Free navigation through the areas of interest (loans, collaterals, expected loss,...) 34

35 INVESTORS DATA ROOMentities of interest 35

36 IV SPLIT EVO 36

37 Scope I Now a days, NCG Bank has a single instance of the technology platform that serves users with a single entity (2080). The actual technology platform is MULTI BRAND and MULTI NETWORK. Serving 4 commercial networks (Novagalicia, UGAS NGB, EVO and B. Etcheverría) and three trademarks (Novagalicia Banco, Banco Etcheverría and EVO Banco). NCG Bank serves, at the same time, 2 subsidiaries of our international network, that have their own and integrated technological platform (within the limits imposed by current regulations) with the same systems. NCG Banco S. A. (2080) Novagalicia EVO 37

38 Scope II The technology architecture is based on 3 layers (presentation, business logic and data) and there is only one instance of each. Canales Negocio Productos Información Pasivo Activo Inversión Servicios Inform. de Gestión Portal corporativo Ctas.Corrientes Plazo Ahorro... Préstamos Créditos Avales... Valores Fondos Empréstitos... Domiciliaciones Seguros... Maestros de centros, terminales Tablas datos fijos (festivos, bancos..) Seguridad Servicios comunes Datos DB2 Teradata Oracle 38

39 Scope III NCG Banco SA has been divided into two different entities, each with its NRBE Spanish Central Bank registration number (2080 and 0239), address and VAT number. Each of these two entities is being provided service through its own instance of the technology platform. Therefore, it is also doubled three component layers. The technology platform will remain MULTI BRAND, MULTI NETWORK and MULTI ENTITY. This process was called Split Project (carveout) NCG Banco S. A. (2080) Evo Banco S.A. (0239) Red comercial Novagalicia Red comercial EVO 39

40 Ctas.Corrientes... Ctas.Corrientes Plazo Ahorro... Préstamos... Préstamos Créditos Avales... Valores... Valores Fondos Empréstitos Domiciliaciones Seguros... Ctas.Corrientes... Ctas.Corrientes Plazo Ahorro... Préstamos... Préstamos Créditos Avales... Valores... Valores Fondos Empréstitos Domiciliaciones Seguros... New Segregation g strategy Canales Canales Weekly cycles Negocio Productos Información Negocio Productos Información Pasivo Activo Inversión Servicios Inform. de Gestión Portal corporativo Pasivo Activo Inversión Servicios Inform. de Gestión Portal corporativo Plazo Ahorro Créditos Avales Fondos Empréstitos Domiciliaciones Seguros Plazo Ahorro Créditos Avales Fondos Empréstitos Domiciliaciones Seguros Maestros de centros, terminales Tablas datos fijos (festivos, bancos..) Seguridad Servicios comunes Maestros de centros, terminales Tablas datos fijos (festivos, bancos..) Seguridad Servicios comunes Datos Datos DB2 SQL Server Oracle DB2 SQL Server Oracle Canales Canales Negocio Productos Información Negocio Productos Información Pasivo Activo Inversión Servicios Inform. de Gestión Portal corporativo Pasivo Activo Inversión Servicios Inform. de Gestión Portal corporativo Maestros de centros, terminales Tablas datos fijos (festivos, bancos..) Seguridad Servicios comunes Maestros de centros, terminales Tablas datos fijos (festivos, bancos..) Seguridad Servicios comunes Datos Datos DB2 SQL Server Oracle DB2 SQL Server Oracle 40

41 SPLIT EVO, in the Informational Platform Oracle Essbase 1 TB DB2 SQL Server INFORMATICA Powercenter NCG Partition INFORMATICA Powecenter Oracle Oracle OLTP-NCG Atomic level Data Model 3NF MOLAP Oracle Essbase 1 TB DB2 SQL Server INFORMATICA Powercenter Teradata 25 TB INFORMATICA Powecenter Oracle Oracle OLTP-EVO EVO Partition MOLAP 41

42 SPLIT EVO Objective: to replicate the layout and functionality of DW EVO NCG Bank to Bank. o o Replicate the Database Sh Schema migrating data Define Scope of data to migrate: o Initially, all tables arenotmigrated o Initially, all data (history) are not migrated o Initially, all attributesarenotmigratedare 42

43 SPLIT EVO Migration of tables: o o o Processes on versioned tables Processesontableson withoutversioning Processes on historical tables (one row per date) Utilities for migration: o Control charts for easy tracking of the migration process. o o o o Application for automatic generation of BTEQ's. Procedure for verification of the result. Procedure for calculating volumetric Mechanism for capturing incidents / errors that occur in development time 43

44 Merge: Mirroring of Kernel entities in source DW 44

45 SPLIT: Breakup of entities 45

46 CONCLUSIONS 46

47 MULTIBRAND STRATEGY IN A COST REDUCTION SCENARIO in a cost reducing scenario, we must be able to offer the same quality of service and support new business NCG BANCO Novagalicia EVO Singular Asset Management Wholesale Business Cash Out evolution caixa galicia & caixanova merger

48 Questions? Q&A Thanks for your attention 48