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Investment Services Firms: Redesign Your Architecture to Succeed in the Emerging Ecosystem
11 December 2006
 
Mary Knox   Michael Gomez  

Competitive turmoil and the need for faster decisions in the rapidly evolving investment services ecosystem require investment firms to make their IT architectures less complex and more agile.








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Table of Contents



    
Analysis

1.0
    
Overview
2.0
    
Technology Implications of the Changing Investment Services Marketplace

2.1
    
IT's Two Roles in an Era of Budget Constraints

2.1.1
    
Requirements for Process Automation
2.1.2
    
Requirements for Adaptation
2.1.3
    
Maximizing Cost Efficiency
2.2
    
Attaining Simplicity and Agility

2.2.1
    
The Roles of SOA and EDA
2.2.2
    
The Role of the ENS
2.3
    
Implications for IT Organization and Governance

2.3.1
    
Enterprise Architecture Practices
2.3.2
    
Organizational Practices
3.0
    
The ENS

3.1
    
Intelligent Connectivity Enables Self-Awareness
3.2
    
BAM Creates Situational Awareness

3.2.1
    
Complex Event Processing
3.3
    
BPM Hones Processes and Responses
3.4
    
Shared Data Enables Learning, Remembering and Applying Information
3.5
    
BPNs Seek Symbiotic Relationships
4.0
    
Recommendations

    
Recommended Reading


List of Figures



Figure 1. 
IT Focus, Initiatives and Common Solutions
 

Figure 2. 
Investment Firms' Architectural Approach for New Applications
 

Figure 3. 
The ENS
 

Figure 4. 
Primary Source of Middleware
 

Figure 5. 
BAM Adoption by North American Investment Services Firms
 

Figure 6. 
BAM Applications Among North American Investment Services Firms
 

Figure 7. 
BPM Adoption by North American Investment Services Firms
 

Figure 8. 
BPM Implementations by North American Investment Services Firms
 

Figure 9. 
Forms of External Connectivity Used by North American Investment Firms
 



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