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Hype Cycle for Banking Back-Office Technologies, 2006
30 June 2006
 
Douglas McKibben   Susan Landry   Graham Taylor   Don Free   Maria Luisa Kun   Alistair Newton   Richard J. De Lotto   Stessa B Cohen   Mary Knox   Rita E. Knox  

Efficiency and scale continue to drive many back-office technology investments. Together with new technologies enabling business agility and speed to market, business transformation and competitive differentiation are driving back-office innovation and creating a market imperative.








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Table of Contents



    
Analysis

1.0
    
What You Need to Know
2.0
    
The Hype Cycle
3.0
    
The Priority Matrix
4.0
    
On the Rise

4.1
    
Dynamic Relationship Pricing Tools
4.2
    
Anti-Money Laundering
4.3
    
Core Banking Renewal: North America
4.4
    
Offset Accounts (Non-U.K.)
5.0
    
At the Peak

5.1
    
Core Banking Renewal: Europe, the Middle East and Africa
5.2
    
Core Banking Renewal: Latin America
6.0
    
Sliding Into the Trough

6.1
    
Core Banking Renewal: Asia/Pacific
6.2
    
Service-Oriented Architecture
6.3
    
Linux in Banking Back-Office Processing
6.4
    
Enterprise Data Management
6.5
    
XBRL
7.0
    
Climbing the Slope

7.1
    
Check Image Exchange (U.S.)
7.2
    
Offset Accounts (U.K.)
8.0
    
Off the Hype Cycle
9.0
    
Appendices

9.1
    
Previous Iteration of the Hype Cycle
9.2
    
Hype Cycle Phases, Benefit Ratings and Maturity Levels

    
Recommended Reading


List of Tables



Table 1.  
Hype Cycle Phases
 

Table 2.  
Benefit Ratings
 

Table 3.  
Maturity Levels
 

List of Figures



Figure 1. 
Hype Cycle for Banking Back-Office Technologies, 2006
 

Figure 2. 
Priority Matrix for Banking Back-Office Technologies, 2006
 

Figure 3. 
For Reference: Hype Cycle for Banking Back-Office Technologies, 2005
 



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© 2006 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartner's research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.




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