2015 Teradata 大数据峰会 深圳

Transcription

1 2015 Teradata 大数据峰会 深圳

2 The EDW - a key tool for Sberbank business transformation Gennady Shilov Head of EDW Program Sberbank of Russia Shenzhen 8 May

3 Agenda 1. About Sberbank 2. THE 1ST PHASE OF SBERBANK TRANSFORMATION: HOW THE EDW WAS BUILT AND ITS ROLE IN THE TRANSFORMATION 4. THE CURRENT STATE OF THE EDW 5. THE 2ND PHASE OF SBERBANK TRANSFORMATION: DATA DRIVEN DECISION MAKING 7. THE NEW CHALLENGES TO THE EDW Teradata

4 Sberbank: Largest in Russia by any measure # OF BRANCHES, Q ~110 MILLION RETAIL CUSTOMERS >1.0 MILLION CORPORATE CUSTOMERS INCL. SME SBERBANK RUSSIAN VTB ALL OTHER AGRICULTURAL BANKS BANK SHARE OF RUSSIAN BANKING MARKET, Q % >90,000 ATMS AND SELF-SERVICE TERMINALS >85.5% RETAIL TXNS EXECUTED VIA REMOTE CHANNELS >2 BILLION TXNS PROCESSED FOR RETAIL CUSTOMERS ANNUALLY ~4 MILLION VISITORS TO SBERBANK S OUTLETS DAILY 29.1% 32.5% 35.0% 35.9% >19 MILLION ACTIVE MOBILE BANKING USERS >15 MILLION SBERBANK ONLINE ACTIVE USERS 4 Retail deposits Assets Credit cards Corporate loans Retail loans SOURCES: ROSSTAT, SBERBANK S OPERATING STATISTICS, SBERBANK CALCULATIONS BASED ON CBR STATISTICS AND DATA UNDER RAS AS OF DEC , CBR DATA AS OF OCT

5 Sberbank: Broad Geographical Coverage CENTRAL & EASTERN EUROPE SBERBANK EUROPE (FORMER VBI) 100% stake 3.6% of Group s assets Headquarters in Austria; 294 branches & subsidiaries in Croatia, Czech Republic, Slovakia, Bosnia, Hungary, Slovenia, Serbia, Ukraine, Austria, Germany (direct bank) SBERBANK IS #1 BANK IN CENTRAL AND EASTERN EUROPE (THE BANKER, 2014) RUSSIA REMAINS SBERBANK S KEY FOCUS AND ACCOUNTS FOR 86% OF GROUP S ASSETS UKRAINE SBERBANK OF RUSSIA JSC 100% stake 0.6% of Group s assets #8 by assets 3.3% market share by assets BELARUS JSC BPS-SBERBANK 97.9% stake 0.7% of Group s assets #3 by assets 10% market share by assets TURKEY OTHER INTERNATIONAL SUBSIDIARIES Representative offices in Germany and China Branch in India Wholly-owned subsidiary in Switzerland (Sberbank Switzerland AG) Trading platforms in London & New York KAZAKHSTAN 5 DENIZBANK AS 99.85% stake 8% of Group s assets ~ 713 branches, ATMs, POS terminals #8 by assets, (~4.9% market share) SB JSC SBERBANK 100% stake 1.6% of Group s assets #4 by assets 7.9% market share by assets SOURCE: SBERBANK S UNAUDITED QUARTERLY IFRS STATEMENTS FOR 9M SBERBANK S AND SUBSIDIARIES RANKS AND MARKET SHARES BASED ON THE THE RESPECTIVE CENTRAL BANKS DATA

6 Sberbank: The 2008 environment DECENTRALIZED BUSINESS FUNCTIONS AND OPERATIONS VERY LONG TIME-TO-MARKET LOW AUTOMATION LEVEL LOW RATE OF CROSS-SELLING & PROFITABILITY LACK OF UNIFIED BUSINESS PROCESSES HUGE OPERATIONAL COSTS LOW PRODUCTIVITY POOR SCALABILITY OF BUSINESS PROCESSES POOR UTILIZATION OF HUGE AMOUNTS OF CUSTOMER DATA 6

7 Sberbank Strategy - First phase: THE MAIN THEME OF THE STRATEGY IS THE CENTRALIZATION OF EVERYTHING CENTRALIZATION OF MANAGEMENT CENTRALIZATION OF MANAGEMENT REPORTING CENTRALIZATION OF OPERATIONAL FUNCTIONS UNIFICATION OF BUSINESS PROCESSES UNIFIED IT ARCHITECTURE 7

8 Sberbank: Role of the EDW in the transformation CENTRALIZATION OF MANAGEMENT REPORTING PROFITABILITY: ALM RISK CLIENTS PRODUCTS CROSS-SELLING SALES PERFORMANCE CHANNELS EDW 8

9 Sberbank: Strategy implementation THERE WERE 800 BACK -OFFICE PROCESSING CENTERS THERE WERE 4 TYPES OF BANKING SYSTEMS EACH HAVING 100S OF INSTANCES OPERATIONS CENTRALIZATION PROGRAM CORE BANKING SYSTEM CENTRALIZATION NEW SYSTEMS: ERP CRM MDM 9

10 Sberbank: Building the EDW THE OVERHAUL OF THE BUSINESS MODEL: HOW WE ARE DEALING WITH THAT : BUSINESS REQUIREMENTS ARE CHANGING PROGRAM MANAGEMENT CHANGE IN BUSINESS CAUSES CHANGES TO IT SYSTEMS DEMAND MANAGEMENT THE CENTRALIZATION AND RELEASE MANAGEMENT CONSOLIDATION OF IT SYSTEMS SANDBOXING THE INTRODUCTION OF NEW SYSTEMS 10

11 Sberbank: Building the EDW PROGRAM MANAGEMENT - MIS/EDW PROGRAM OFFICE MANAGEMENT OF INTERNAL DEPENDENCIES BETWEEN THE MIS AND EDW PROGRAMS MANAGEMENT OF EXTERNAL DEPENDENCIES BETWEEN THE MIS/EDW AND OTHER PROGRAMS REQUESTS TO SOURCE SYSTEM OWNERS TO IMPROVE THE QUALITY OF THE DATA GOVERNANCE FUNCTIONS: PRINCIPLES, METHODOLOGIES, TOOLS, POLICIES DEMAND MANAGEMENT MANAGEMENT OF PROJECT DATA REQUIREMENTS THE MAXIMUM REUSE OF THE DATA ALREADY KEPT IN THE EDW RELEASE MANAGEMENT SANDBOXING OPTIMAL PACKAGING OF PROJECTS INTO RELEASES INVOLVEMENT OF BUSINESS PEOPLE DECREASE OF DEPENDENCIES BETWEEN PROJECTS RAPID PROTOTYPING WENT FROM 6- MONTH CYCLE TO 2- WEEK CYCLE REFINEMENT OF PROJECT REQUIREMENTS 11

12 The EDW: Some numbers > 30 SOURCE SYSTEMS 30 PROJECTS DONE BY 7 COMPANIES DATA ON > 100 MILLION RETAIL CUSTOMERS > 260 TB OF DATA ON PRODUCTION > 140 TB OF DATA IN THE CORE MODEL 12

13 The EDW: The technology PRODUCTION SYSTEM TERADATA 6750H NODES UAT SYSTEM TERADATA 6650H NODES SIT SYSTEM TERADATA 6650H NODES DEVELOPMENT SYSTEM 8+8 TERADATA 6650H NODES ETL TOOL INFORMATICA BI TOOL SAP BUSINESS OBJECTS 13

14 The EDW: The business MIS REPORTING PROFITABILITY OF THE CORPORATE AND RETAIL LINES OF BUSINESS: CUSTOMERS & SEGMENTS, GEOGRAPHY, PRODUCTS, CHANNELS WEEKLY, MONTHLY, QUARTERLY REPORTING ASSET AND LIABILITY MANAGEMENT LIQUIDITY MANAGEMENT INTEREST RATE RISK MANAGEMENT RISK MANAGEMENT CROSS-SELL INITIATIVES CALCULATION OF BASEL II METRICS SOURCE OF CUSTOMER DATA CUSTOMER INTELLIGENCE STAFF PERFORMANCE CALCULATION OF BONUSES FOR MASS POSITIONS AND CUSTOMER MANAGERS 14

15 Sberbank Strategy - Second phase: THE 1ST PHASE ACHIEVED ITS GOALS THE 2ND PHASE SETS EVEN MORE AMBITIOUS TARGETS 1CLIENT OWNERSHIP: WE WILL BUILD DEEP, TRUSTING RELATIONSHIPS WITH OUR CLIENTS AND WILL BECOME A USEFUL, SOMETIMES INVISIBLE, BUT INTEGRAL PART OF THEIR LIVES TEAM AND CULTURE: WE STRIVE TO OUR PEOPLE AND CORPORATE CULTURE ONE OF OUR KEY COMPETITIVE ADVANTAGES TECHNOLOGICAL BREAKTHROUGH: WE WILL COMPLETE THE TECHNOLOGICAL MODERNIZATION OF THE BANK AND INTEGRATE CUTTING EDGE TECHNOLOGY AND INNOVATIONS INTO OUR BUSINESS FINANCIAL PERFORMANCE: WE WILL IMPROVE OUR FINANCIAL PERFORMANCE THROUGH BY EFFECTIVE MANAGEMENT OF COSTS AND THE RISK TO RETURN RATIO MATURE ORGANIZATION: WE WILL DEVELOP ORGANIZATIONAL AND MANAGEMENT SKILLS, AND ESTABLISH PROCESSES MATCHING THE INTERNATIONAL SCALE OF THE SBERBANK GROUP AND OUR NEW AMBITIONS 15

16 Core strategy themes: Mature Organization MIS Culture PRINCIPLES OF REGULAR MANAGEMENT WHAT WHO HOW KPI FEEDBACK MIS CULTURE - DATA DRIVEN DECISION MAKING DATA-DRIVEN GOAL- SETTING TRANSPARENT RESPONSIBILITY BASED ON FINANCIAL RESULTS MANAGEMENT BY EXCEPTION (INCL. FORECASTING) EXCEPTION HANDLING ACTIONS ANALYSIS OF ACTIONS TAKEN SET-UP OF RELEVANT KPIS COMMON UNDERSTANDING OF ACHIEVEMENTS AND THEIR CAUSES AT EACH LEVEL DATA-DRIVEN BUSINESS KNOWLEDGE SINGLE VERSION OF THE TRUTH. CONSISTENT SET OF METRICS CASCADING DOWN FROM THE BOARD LEVEL TO LOW-LEVEL MANAGERS MIS TOOLS (NAVIGATOR ETC.) CORPORATE DATA MANAGEMENT COVERAGE OF ALL UNITS AND MANAGEMENT AREAS CALCULATIONS, FORECASTING & METHODOLOGIES DATA QUALITY DATA AS SERVICE DATA MODELS INFORMATIONAL SERVICE COLLECTION, ORGANIZATION AND PRESENTATION OF DATA; ODS AND EDW OPERATIONAL MODELS 16 SOURCE DATA CUSTOMER TRANSACTIONS OPERATIONAL EFFECTIVENESS OPERATING EXPENSES POLICIES AND STANDARDS

17 The EDW/MIS System Executive Board Business Units, Regional Banks MIS Portal MIS EDW Operational Systems 17

18 The EDW: new challenges INTRODUCTION OF THE CDO FUNCTION CORPORATE DATA STRATEGY DEVELOPMENT OF INFORMATION ARCHITECTURE DATA QUALITY MANAGEMENT DELIVERY OF INFORMATION SERVICES TO BUSINESS IMPLEMENTATION OF INNOVATIONS IN INFORMATION MANAGEMENT PERFORMANCE REAL- TIME ANALYTICS THOUSANDS OF USERS EXPANSION INTO THE ENTIRE SBERBANK GROUP INTERNATIONAL SUBSIDIARIES, RUSSIAN NON- BANKING SUBSIDIARIES SUPPORT OF THE LOGICAL EDW CONCEPT 18 COMBINATION OF MULTIPLE TYPES OF DATA REPOSITORIES TO SATISFY SLA AND COSTS CONSIDERATIONS BIG DATA ANALYTICS

19 19 THANK YOU!

20

21 Teradata