Technological domination within the publishing industry

Publishing houses, especially those with a clear focus on daily newspapers, have come under massive pressure in recent years: In relation to the print business, sales on the reader market are steadily declining, and for a few years now, sales in the advertising business have also been stagnating. At the same time, the technology basis is becoming a problem: legacy ERP systems for the administration and billing of subscription customers can only be operated with a high expenditure of resources, while they hardly allow for digital business models. At the same time, the old editorial systems designed for the print business are not capable of publishing journalistic content quickly and flexibly on digital channels. Covid-19 massively exacerbates the situation and quickly threatens their existence.

On the one hand, new technologies can significantly shrink the cost base quickly and permanently. At the same time, thanks to higher modularity, they offer the necessary flexibility for modern publishing on online and offline channels. Furthermore, new business models can be tested and new ways of monetising content can be explored. To exploit the potential, action must be taken quickly, consistently and with the necessary IT and transformation know-how.

ZAIT - Comparison with BAIT

At the same time as the Banking Authority IT Requirements (BAIT), the German Federal Financial Supervisory Authority has also updated the Payment Services Authority IT Requirements for Payment and E-Money Institutions (ZAIT). The following blog post deals with the changes to the various requirements and analyses the differences between BAIT and ZAIT. It can be said at the outset that, in comparison, six chapters have remained the same in terms of content, five chapters have changed in part and the changes in the area of "outsourcing" have changed significantly. Furthermore, ZAIT introduces more fine-grained specifications, a framework with target formulations and the freedom of implementation with appropriate measures increasingly becomes a catalogue of measures.

Swiss Instant Payments - burden or opportunity for banks?

Instant Payments (IP) are about to become a reality in Switzerland, and as such, will be quickly accepted and expected by customers as the new normal. Simultaneously, IP readiness will require comprehensive adaptations and adjustments in existing processes as well as IT landscapes of banks, thereby limiting the implementation effort from “a lot” to “a whole lot”. The need for Swiss banks to take action and decide on an implementation strategy for Instant Payments is imminent. Our payments experts Tatsiana Bychkouskaya, Tobias Krück, Fabian Meyer and Kenneth Chu Sam explain in their latest blogpost „Swiss Instant Payments – burden or opportunity for banks?“, how Swiss banks can leverage these complex adaptations as an opportunity to gain strategic edge.

IT review of one of the largest parcel shipping

The IT landscape of a player in the logistics sector consists of numerous, historically grown, different systems and platforms, some of which were developed in-house. The tech stack is very broad, whereas both the usual IT management processes and a clear definition of USP-relevant systems are not sufficiently in place. In addition, the dilapidated organisational structure hardly allows for productive cooperation between the business and IT sides.

Pension Association –​ Conception of an overarching Pension Dashboard​

Together with an association, a scientific institute wants to establish a platform that creates transparency and comparability within the available selection of pension products. In the course of this, a scientifically based calculation logic will be developed together with partners from the banking and insurance industry in order to subsequently develop a strategic and technical concept - on the basis of which the platform will be implemented.

SEPA Request-to-Pay – Innovation driver or a castle in the air?

The growth of e-commerce and non-cash POS payments has increased significantly, benefitting card organizations in particular.

RTP offers an opportunity to reorder the balance of power: embedded in an E2E payment instrument, it could offer advantages for end-customers, merchants and banks - especially in terms of costs and convenience.

In addition to the chicken-and-egg dilemma of adoption, there are further challenges that make players hesitant about product development.

These could be resolved in the short term, provided the measures proclaimed in the EU Retail Payment Strategy are implemented. Could this be the missing piece of the puzzle for SEPA-based retail payments?

The Retail Payments Strategy of the EU Commission

The EU Commission identifies Retail Payments as the lifeblood of the European economy and publishes in the sense of open strategic autonomy’,a paper to promote pan-European solutions and reduce dependencies on global actors and platforms.
Central to this is the enforcement of SEPA instant payments, flanked by regulatory measures to imporve competition and establish SEPA as an international standard.
If implemented consistently, this will have an enormous impact on the infrastructure and business relationships of financial service providers, merchants and their customers. 
But early and smart acting also enable enormous opportunities.

Value maximisation in human resources through cloud BPO

In today's company landscape, most HR departments lack an understanding and active involvement in business strategy development. Instead significant capacity is allocated for repetitive processes and commodity services such as HR management. In this blogpost, we outline strategies to transform HR from a cost-center into a primary strategy execution lever effectively eliminating administrative overhead.

Anti Aging for IT - Maintaining flexibility - managing renewal

IT systems exhibit a phenomenon very similar to the human ageing process. They become more cumbersome as they get older and lose the ability to adapt to changing market conditions quickly enough. The resulting challenges can no longer be met by approaches of classical enterprise architecture management. The technology management of IT systems must be established as a continuous and evolutionary architecture process in such a way that the necessary scope for innovation to increase productivity and quality is created without simultaneously increasing the complexity of the overall IT landscape.