API Open Platform (Innovation Lab)

Transcription

1 API Open Platform (Innovation Lab) 이영식상무 Global Business Service IBM Korea

2 New Ecosystem and API

3 Digitization in other industries

4 Digitization in Banking industry Digitization

5 Banking New Ecosystem Banks create new Ecosystems to produce rapid innovation and new capabilities by enabling a collaborative environment with fintech Branch Work Center of ecosystem Lending Transactions Marketplace Mobile wallets Branch Customer Family Ticketing Retail Payments Bank Social Trading Investment Payments Fintechs Mobile payments Crowd funding P2P Lending Crypto currency Customer ecosystem Ecosystem around customers will be built to cater to a range of customer needs beyond merely traditional banking services Partner ecosystem An ecosystem of partners including fintechs will extend a bank s range of capabilities and scalability to its operations

6 New Ecosystem Forces Technology First Movers New Customers Behavior Regulatory Positive Forces Negative Forces Internal Forces New Entrants Banking banks

7 API : Externalize the Enterprise

8 Scope of API Ecosystem

9 Sample Banking APIs Branch Locator / ATM Locator Let customers search and find a convenient ATM, Branch wherever they happen to be. Reward Points Management Onboard partners quickly easily integrate in to your reward system Forex Exchange Rates Let customers get to know about your great offers on Forex Digital Wallet Services Make more money with your Payment & Wallet APIs Deposit, Lending Rates, Eligibility Calculators Market your rates through Multiple Channels Access to Account Data Get paid when account data is accessed SWIFT Code, BIC Codes Customers can know your SWIFT, BIC Codes through any channel Bill Presentment Services, Corporate Banking Services Allow Partners & Customers to easily Integrate with your applications

10 Platform : a system that can be A platform is a system that can be adapted to countless needs and niches that the platform s original developers could not possibly have contemplated Mark Andreeson: Venture Capitalist, Netscape Founder, Board HP, ebay Internet and Cloud era companies grow in both good and poor economic climates because of their business driven platforms and supporting ecosystem Nicholas Vitalari and Haydn Shaughnessy in, The Elastic Enterprise: The New Manifesto for Business Revolution

11 Successful Platforms Industry platforms are products, services or technologies that are developed by one or several firms, and which serve as foundations upon which other firms can build complementary products, services or technologies. Gawer, taken from Parker & Van Alstyne

12 Characteristics of Platform Engaging customer experience Proprietary storefront and often a marketplace Platform SDK for developers along with developer portal Promotes ecosystem of partners and developers using partner & public APIs Recognizes that traditional channels cannot reach long tail encourage co-innovation Privately labeled seamlessly integrated frontend for any device or Internet thing Platforms accumulate data for insight, strategic control and customer value Platform is a strategic control point and source of innovation Platforms use cloud, mobility, analytics, social platforms and security at their core, a must do and have Platforms are not implicit, its an overt act, companies have platform strategies

13 API Economy, For what do banks use APIs? Exposing core capabilities through API to an ecosystem of customers, developers and partners Opening up entirely new opportunities for innovation, new revenue streams and expanded channels

14 API Business Models

15 API Business Model of Banking Ecosystem 7 Industry Platforms / Marketplaces 8 API for Public Data Access 6 Banking API Platforms 4 APIs Standardization 2 Third Party Financial Tools 3 Internal Banking Channels 1 APIs for APPs Ecosystem 5 B2B API

16 Enabling an API Economy

17 Ensuring Success with API/Digital Strategies 1. Executive and Business Backing APIs are a product to be delivered, not a technology for IT to improve efficiency Lack of executive or business buy-in will result in a technology implementation with no/little impact on the business. Leadership absolutely must participate and back the initiative. 2. Establish a strategy and goals Understand why you are executing an API strategy Set Goals for the initiative with time frames and reporting metrics 3. Commitment to Roles, Responsibilities, and Resources There will need to be resources dedicated to the API initiative. Enable enough key resources to make governance effective. 4. Get the Message Out Involve some folks skilled in formal communication and education campaigns. Do some API evangelist work The core team s role(s) must be understood and propagated Collect and Publish Metrics

18 IBM Reference Architecture for API Economy Removed

19 Requirements of API Economy Enabling an API Economy requires Rich Content, Rapid Consumption, Seamless Runtime Support

20 Rich Catalog: The API One Stop Shop Focus on how to make APIs extremely consumable

21 Rapid Consumption Enable app developers to efficiently discover, compose and deploy API-enabled applications, which meet the terms of service requirements Removed

22 Runtime Assists: Enhanced API Management

23 API Economy Journey IBM Help Clients Deliver API Strategies FASTER Briefing Economy Value IBM Discovery Workshop Scenarios Capabilities Patterns Next Steps Quick Start APIM Deep Dive Hands On Features Skills Boot Camp Quick Starts Strong Loop MobileFirst Bluemix Integration Bus Liberty Quick Win Pilot Running APIM Deep Dive Measure Best Practices Validate Architectures Platforms Enable & Integrate LOBs Go Live Secure Quick Win Pilots Testing Monitor DevOps Digital Transform Applications Agile ROI Innovate Managed Services As a Service SLA Workshop and Engagement

24 IBM API Economy Services Offering Step Engagement Exec Briefing Quick Start Bootcamp Quick Win Pilot Enablement & Integration Digital Transform Managed Services Target LOB Exec IT LOB, IT LOB, IT IT LOB + IT Enterprise Type briefing workshop workshop Custom sow Custom sow Custom sow So Contract Duration min 4~5 days 4~5 days 4-10 weeks 6-24 weeks 1-5 years Monthly Goal Overview of Educate on API Economy API Tech., API creation, management and analytics, build 1 API, connect to other APIs Educate API: Economy. Security, Reference Architecture, Planning, Use Cases, Skills. Build an architecture and project plan for the initial API deployment, Pilot solution for API enablement (deployment ready) with an agile approach to demonstrate the value of APIs. Define / refine API strategy, architecture & approach as necessary, and plan for next set of APIs to build approach & architecture into Enterprise and IT projects (e.g. mobile, legacy, IoT) and build 1-nn APIs. Integrate processes, functions and data in existing systems or Cloud. Drive digital transformation and enterprise simplification using design driven, agile and API approaches. Includes API Strategy & Planning (#3), Pilot (#4) and enablement & integration (#5). Business process simplification may be included. Provide ongoing API enablement and management services. [Embedded in managed services engagement. Could be priced as annuity maintenance for individual APIs.] Where IBM/ Client Site IBM Garage/ Client Site IBM Garage/ Client Site Client Site Client Site Client Site Client Site / Hosted Site Services for the API economy can be customized for the industry and use case

25 Innovation Lab Innovation Lab is a construct for setup and eventual institutionalization of Bimodal IT* in medium and large enterprises Cloud-based dedicated platform environment (Bluemix) to build, manage, and run applications of all types (web, mobile, big data and smart devices). Development Team for Rapid Realization of Ideas through Web, Mobile, Big Data Solutions Architects to support continuous Ideation, Contextualization, Integration & Governance *Bimodal IT Type 1 is traditional IT, focused on stability and efficiency, Type 2 is an experimental, agile organization focused on time-to-market, rapid application evolution, and, in particular, tight alignment with business units. It means Digital Initiatives

26 Innovation Lab Summary of Approach Enable & Ideate (1M~2M) Conduct Introductory workshops Identify Key Stakeholders and Innovation Enablers Conduct workshops on Bluemix, DevOps and Innovation Possibilities Understand Customer Business Strategy, Key Pain Areas & Technical Capabilities Understand Enterprise IT landscape & Key Architecture Principles, Policies Understand existing capabilities & Key Processes on DevOps, Dev/Test, PaaS, Mobile, Analytics Identify Candidate Innovation Use Cases & Scenarios Identify & Agree Prioritization Criteria Select & Prototype (2M~3M) Prioritize Use Cases Contextualize against IT and Business capabilities Develop Journey Maps for Selected Scenarios Present Bluemix PoC(s) and Value Proposition to client with IBM account executives Solicit Support Identify specific Integration & Non- Functional Needs Engage Bluemix Garage as needed for agreed upon Use Cases Engage GBS Bluemix PoC development team for agreed upon PoC Present & Institutionalize (4M~6M) Identify Enterprise IT & Architecture Impact Identify Governance Impact Recommend IT & Governance Changes Develop Implementation Proposal Present Proposal & Identify Next Steps

27 Innovation Lab : Case Study

28 Innovation Lab Case Study1 : Bendigo Bank Technology is no longer an inhibitor of innovation The Bank has delivered to the global market its highly innovative and foundational payments & loyalty platform via APIs. Created widgets for use by merchants to embed within their sites (like PayPal). Available globally. A single code-base has eliminated the need to have 3 teams of developers across Apple, Android and Windows platforms. These developers are now missioned on new products & services. The Bank can now innovate in ways they were simply not able to, or even imagine. At 1/20 of the cost and time (at least). Embraced innovation across the Bank, testing new innovations with speed, low cost, and genuine business agility. We can deliver new innovative ideas in hours / days and also fail fast at negligible costs and test in production with a small group of customers. What s next? Working with IBM global FSS Industry leads for payments and analytics with industry disruption ideas/plans in progress, incorporating Watson, SaaS offerings, Bluemix micro services, plus Bluemix garage services and cross-brand solution & service opportunities. Moving 700+ existing workload instances to ICOS (SoftLayer).

29 Redy Enabling communities to retain capital In Australia we have been at the forefront of the payments industry for a number of years. From EMV chips in our cards to tap and go at point of sale we have continued to provide technology solutions to Australian consumers. However we have not changed the fundamental approach to payments and this has meant that a % from every credit card transaction continues to leave our shores. At redy we have developed a solution that is keeping this in Australia and even more providing it to charities or projects in the community. Building capability at start-up speed

30 Redy Extending the reach with Bluemix and API Manager Removed

31 Innovation Lab Case Study : ANZ Bank Challenges Due to the unknown viability of emerging technologies a more adaptive environment is required that enables new technology or process to be trialed before significant project delivery investment is made. The cost of trialing of technology within a project leads to wait times and or rework periods where the complete project delivery team (business and IT) may be held accumulating time and cost whilst direction is validated or solution reworked. By establishing a Lab environment that can facilitate rapid validation of technology solutions the project delivery risk (and cost) is significantly mitigated and cycle time to release functionality reduced dramatically. Solutions A shared collaborative workspace needs to be created to allow Lab participants to work together and leverage each others strengths. Software Vendors require a flexible environment to install and configure their components into and to create environment patterns from. By creating discreet sandbox environments as deployments of software patterns a dynamic platform is created. Common APIs and functional components will be built within a Virtual Private Cloud and made available to participating parties. Via Integration technology ANZ systems and data will be accessed securely (where required).

32 Innovation Lab Case Study Solution Context Able to innovate rapidly by combining new and existing capabilities in a discreet sandbox Can automate delivery of complete banking platforms (in weeks) that are fully repeatable Interacts as one with ANZ Partners with a shared collaborative workspace across a diverse range of touch-points Interne t of Things Mobile Virtual Private Cloud Backoffice Processe On Prem s Cloud Analytic SANDBOX s Innovation Lab Soci al We b Service s Database s Off Prem Partners CRM ANZ Network

33 Innovation Lab Functional View Removed

34 Shared collaborative workspace Innovation Lab Solution Component View Universities SI s/ Consultants ISV s - Innovators Softlayer Virtual Private Cloud BlueMix Dedicated Common Service / Component Platform IBM Pure Application Service Shared collaborative workspace Software Vendors ANZ Network Direct participation in building repeatable patterns Deploy patterns to the off prem cloud IBM Pure Application AIX IBM Urban Code Deploy IBM Pure Application INTEL Deploy patterns to on prem BAU i.e P -Utility IBM Cloud Orchestrator Enterprise Systems and Data Sandbox Pattern Environment Source Code Repositories

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