IT Resilience: Getting to

the Root of the Problem

Part 1 – Robust Service Management
June 2015
Connected Banking: Thought Leadership
for the UK Banking Industry
Accenture’s UK Banking
practice welcomes you to
the Connected Banking
thought leadership series.
Why Connected Banking?
To fulfil their historical core role, banks
have always had to be connected to a
wide range of stakeholders. And today
more than ever, banks cannot operate in
isolation. In a fast-moving and increasingly
transparent environment, they are now part
of everyday life – and connected to most
things people do. To grow and build trust in
such an environment, banks must connect
in new, more responsive and more seamless
ways – not just with customers, employees
and other banks, but also with regulators,
business providers and society as a whole.
Being a Connected Bank today means
change is the norm. This change requires
banks to have viable and profitable business
models that are constantly enhanced
through agile innovation. But as they
develop and deliver this innovation, banks
must also demonstrate continuously that
they are aligned with – and committed
to supporting – the interests of the wider
economy and society.
Against this background, the Connected
Banking series focuses on addressing banks’
challenges in three key dimensions:
The Future of Banking
The move to Connected Banking will
bring new rules, new economics and
Contents
Connected Banking: Thought Leadership for the UK Banking Industry 2
Achieving Resilience in a Digital World: Part 1 – Robust service management 3
Achieving Robust Service Management in a Digital World
Next steps: Nurturing Strong Roots 11
2
new customers. In response, banks have
to design and create new business and
• Digital Disruption: UK Banking Report
operating models that enable them to
• Accenture Technology Vision for
Banking 2015
connect in a frictionless way.
• Global Risk Management Study 2015 –
The Digital Revolution Banking Report
The need to connect intimately with • The Banking Standards Review: Readiness
the evolving customer requires banks to
progress from being ‘utility’ providers of
and Implementation
transactional banking services to becoming • Professionalising Change in Banking
value-adding partners at the heart of their
customers’ everyday digital lives. The forthcoming publications are:
• Evolving the core – bite size chunks
Risk & Regulation
• Mortgage Credit Directive
A well-connected strategic regulatory
• ASEAN Economic Community –
response can help banks switch from
UK implications and opportunities
reactive survival mode to leveraging
regulatory change in ways that support
profitable growth. Contact Us
To find out more about the Connected
‘Core banking resilience: Time to grasp Banking research, upcoming events or
the nettle’, the latest point of view in the future publications please contact:
Connected Banking series, focuses on the
challenges that banks now face in their Robert Stubbs
underlying core banking architectures – Financial Services, Banking Research
and presents some options for solving + 442078449845
these challenges. robert.a.stubbs@accenture.com
Geetika Rai
What’s next in the Connected Financial Services, Marketing
Banking publication series? + 442078445982
geetika.rai@accenture.com
Over the course of the coming months,
we will be issuing points of view addressing
different aspects of each of the three key
themes identified above.
The recently released publications
in the series are:
• Time to grasp the nettle - How banks can
make their core systems fit for purpose
7
Achieving Resilience in a Digital World:
Part 1 – Robust service management
The resilience of Banking services is under
unprecedented scrutiny from the regulator, media and ‘Resilience’
customers. As discussed in our recent point of view ‘Resilience’ has a specific meaning in
the context of core banking systems.
“Time to Grasp the Nettle”, such focus is justified, The concept of resilience is often
with the frequency and severity of outages increasing associated with the ability to spring
back, or recover from a shock. This
and often inflicting lasting damage on customers’ capacity to recover quickly when
perceptions of the financial system. difficulties occur is certainly important.
However, from the viewpoint of
Such incidents drive cost and crucially priority for the industry as a whole; and regulators and customers, an arguably
undermine the confidence that banks have not just for the Technology teams. more vital aspect of resilience is the
taken years to build. In recent years, a ability to avoid difficulties arising in
number of Banks have openly acknowledged In that previous paper, we expressed the the first place, thereby preventing
that decades of underinvestment have view that banks could wait no longer to any loss of availability.
resulted in unacceptable failures impacting engage with resilience, citing the five key
customer service. While not all are wrestling challenges in Figure 1 as evidence of an
with outdated and overstretched platforms, irresistible call to action.
it is clear that improving resilience is now a

Figure 1: The 4 ways Banks can think differently about their systems

AS COVERED IN “TIME TO GRASP THE NETTLE” POV

Five reasons Banks have to think differently about the technology estate supporting their systems today:

1. We are now in a truly digital world

2. Many of the people that understand the legacy core systems have already retired
3. Cost pressures demand simplification, not greater complexity
4. Regulators will not tolerate continued fragility in systems
5. Some banks have demonstrated that while core banking transformation is difficult, it’s not impossible

ACHIEVING RESILIENCE
CHANGE THE WAY THE SERVICES ARE RUN IN A DIGITAL WORLD
Focus of “Part 1 – Robust Service
Management” response

CHANGE THE CHANGE THE WAY CHANGE THE WAY

TECHNOLOGY SERVICES ARE CHANGES ARE
Increasing change Expanding IT supply WHICH UNDERPINS PLANNED MADE TO THE
volumes chains THE SERVICES SERVICES

Social Media and the Legacy system

Down-detector effect complexity supporting the
TO BE THE FOCUS OF FUTURE POV PAPERS
“Always On” customer

3
In the first of four responses
to ‘Time to Grasp the
Nettle’, we now begin to
unpick the responses to
the resilience challenge,
beginning with the theme of
Robust Service Management
which focuses on how Banks
can change the way their
services are run.
4
We will explore the key challenges Banks
are facing today and focus on how Banks
can respond to the increasing pressures
from their customers and the regulator
under three key themes which are both
preventative and diagnostic:
1. Understand the critical customer journeys
from High Street to a Configuration
Management Database (CMDB)
2. Know before the customer: Next
Generation Command Centre
3. Build and embed a Culture of
Resilience from Board level down
Banks are experiencing intense pressure to put the
customer first, participating in the customer’s digital The ‘Digital World’
world, and reducing costs while simultaneously increasing Today’s world is one in which
the level of scrutiny they apply to their service offerings. customers demand the same real-
time, always available experience
All of which further emphasises the need to change the from their banks as they get
way they banks manage their systems effectively. everywhere else in their lives.

The power is shifting to the
hands of the customer as Bank’s
strive to meet the needs of the
“Always-On” customer
Customers want to make their own
decisions in their own way; they expect
to access goods and services on their
own terms, at a time, and through the
channel, provider and point of presence
of their choice. Legacy systems are built
with historical configurations and legacy
processes which are not easily adaptable
to the new demands of the customer, nor
the call for agile ways of working. Put
simply, the blurring of Digital and Physical
enables new experiences but banks’
services are not architected for such a
complex level of customer demand – the
proliferation of connected, “intelligent”
devices of various kinds (from smart
televisions to “wearables1”) reinforces
customer expectations of continuous access
and context-specific services, whenever
and wherever. Having an army of cross-
discipline service managers being solely
responsible for the running of the service
does not fit the requirement.
Outsourcing, and exploitation
of the cloud mean encouraging
Banks to rely on expanding,
complex IT supply chains
Dependence on third party service providers
is ever increasing. In today’s world, our
largest Banks are not only reliant on
understanding and managing their own
internal IT infrastructure, but also that
of the third party suppliers who now
provide increasing numbers of critical and
commodity services. Through acquisition,
integration and run cost reduction
initiatives, the typical IT operating model
has evolved to span multiple suppliers,
locations and time-zones, increasing the
complexity of both the infrastructure and
the organisational structures required to
maintain it. Whilst new entrants in the
Banking world do not have the complexity
inherited from these acquisitions and
integrations, they have also demonstrated
that they are ahead of the curve in terms
of outsourcing agreements. Taking Metro
Bank2 as an example, they utilise a ‘pay
as you grow’ strategy using the latest
technologies and outsourcing models for
their service support.
In a truly digital world
customers notice every outage
and traditional recovery
techniques are not fast enough
Customers are now socially connected,
self-promoting and trust the crowd. Good
and bad reviews spread more quickly
than ever before as the influence of social
media continues to grow and nearly a third
of mobile time is spent on social media
accounts. Customers happily publish and
promote themselves, their exploits, their
decisions and their opinions. It is no longer
possible to paper over the cracks. The
pressure is intensified by the advent of a
world in which customers demand the same
real-time, ‘Always-On’ 24x7 experience
from their Banks as they get in many other
facets of their lives – most expect resilience
by default and will punish unreliable
providers by taking their business elsewhere,
and sharing their experience in doing so.
Social media provides a new way for
customers to rapidly share and publicise
their frustrations over IT failures and with
the previous 24 hours news cycle being
reduced to just 27 minutes. As a result,
failures which would previously have
seemed relatively small can now rapidly
gain a high profile among customers
and regulators.

5
Customers also value the experiences and
opinions of other consumers, with four-
out-of-five preferring online ratings to
advice from employees. In the near future,
we will see an evolution of the Internet-
based activists collecting and aggregating
service data on sites such as http://www.
downdetector.co.uk/ into fee-earning
services; allowing customers to compare
service availability in real time, and move
their accounts using the now established
switching service.
Now banks’ can also use this to their
advantage – for example monitoring
social media for reports of customer
service impact; finding it a faster and
more reliable way to spot problems and
mobilise engineers to reduce down time,
or using social media to enable ongoing
and real-time dialogues with the customer.
Taking the recent challenges of a Santander
customer awaiting a replacement bank
card3, he utilised social media to inform
the Bank of his position through which the
incident could then be resolved.
Increasing change volumes
demanded by the regulator and
digital business opportunities
are heightening the risk of
change-related outages
The amount of change required on banking
systems is increasing for a number of
reasons; primarily due to an increasing
amount of regulatory change which must
be delivered, as well as the major demand
of the digital customer driving the launch
of new products and services. Little time or
funds remain for the delivery of continual
service improvement initiative that include
IT resilience change. The volume of change
itself is a resilience risk based on the
commonly accepted rule of thumb that circa
80% of technology incidents across Banks
in the UK and Ireland are related to change.
In addition, we observe that the rise of
external threats are driving a change in
behavior around service management:
governance is being increasingly
designed to reduce the number of
incidents which, in turn, is making “big
and scary” change delivery ever more
difficult. Whilst the demand in volume
of change is going up, so is the rigor
and scrutiny around the each change
resulting in labour-intensive processes
and increased lead times to deliver.

6
Achieving Robust Service
Management in a Digital World
In light of the challenges we’ve described, we see service By changing the way the services are run,
and keeping the customer at the forefront
management, the function and organisational culture, as of decision-making, Banks can start the
journey towards adapting to the demands
the first logical area to tackle when focusing on resilience of the digital world.
as it provides opportunities, if approached correctly,
There are three themes under service
to gain some quick wins and establish a foundation of management that Banks can address
controls for future improvements. to help change the way they run their
services – outlined in Figure 2.

Figure 2: The three key themes to change the way the services are run

• With complex design underpinning Bank’s systems and services, and the increased demand for fast and agile
change, there is requirement for Bank’s to understand their environment – from service level down to
component level
• Creation of a centralised configuration management database – including the mapping of system and
service dependencies – and utilise this to inform service management decisions
UNDERSTAND THE • Ensure that operational risks are not just documented, but are a key input to running the overall business
CUSTOMER JOURNEY

• Customers are now socially connected, self-promoting and trust the crowd; encouraging changes to the way
Bank’s monitor their systems
• Use of multi-dimensional risk assessment framework from a service level enables quick identification and
agreement on ‘hot-spots’ and major risks to the technology supporting business-critical service
• Create new predictive operations capabilities to win the war against social media
KNOW BEFORE THE
CUSTOMER • Consider options to collaborate with social media and the customer to address outages

• Remove the legacy opinion that technology service managers are solely responsible for the service and instead
view service management as a function of every Bank employee’s job
• Build Resilience into the culture and objectives of the Bank, and incentivise the IT workforce through
implementation of the IT strategy
• Utilise the knowledge gained through enhanced service management to aid investment decisions from a Board level
BUILD A CULTURE • Clearly understand accountability for all paths through a customer transaction journey – understanding the end
OF RESILIENCE to end operational risk

7
Understand the critical
customer journeys from
High Street to CMDB
The FCA have once again shown an
interest in how far the Banks understand
their customer journeys through the issue
of the Dear Chairman II in 2014 – an
exercise whereby they seek to assess how
well banks are managing their exposure
to IT risk, and to what extent banks’
governing bodies have formally assessed
the extent to which a bank is vulnerable
to technology failure affecting services
supporting retail economic functions4.
With this growing interest across the
industry in the end to end customer
journey – now is the time to act.
In order to ensure that service managers,
their peers and the Board are able to target
their approach to resilience in line with
both customer and regulator expectations,
the focus should be two-fold. Firstly,
defining the key critical services across the
estate is imperative to ensure focus and
prioritization is correctly assigned. Using
this, the second focus is on understanding
the end to end customer journey for
these critical services. Ownership of
customer journeys with an emphasis on
key economic functions will help Banks
define and prioritise their actions.
It is widely accepted that Banks, and
other organisations, provide services of
different levels of criticality – and that
carrying levels of service management
across the criticality levels is required
in order to ensure the function remains
achievable. Defining key critical services
is therefore important and requires close
co-ordination between the business and
technology functions within the Bank.
Using a scale of set criteria metrics (for
example: business criticality, impact of
downtime, number of internal or external
users, compliance, revenue generation etc)
services can be quantitatively categorised
into criticality bands around which service
management requirements can be set.
Once the key critical services are defined,
understanding end to end customer journeys
is key and most effectively achieved through
automated, or semi-automated, processes
8
– particularly in the larger organisations
where change is continuous. With a wide
range of toolsets already available in
the market place, Banks should now be
in a position where they can map out a
holistic understanding of critical business
processes, as well as the IT that supports
them, demonstrating end-to-end ownership
and accountability for the customer
and simplifying service management.
The deployment of a unified Configuration
Management Database (CMDB) which
is accurate, complete and integrated
with service management processes is
essential to improving the way Banks
run their services. There are three key
benefits for service management:
1. By providing a holistic understanding
of the customer interactions, services,
applications, data elements and
infrastructure involved, Banks will
be better positioned to complete
an accurate and comprehensive
assessment of the impact of any
change implementation on customers.
2. Having this knowledge documented
and centralised will also reduce
lead-times when resolving incidents,
reducing the reliance on potentially
limited specialist skills base.
3. Understanding component level
makeup of the services can also enable
Banks to analyse recovery scenarios
and the impacts of winding down
specific business lines or services to the
organisation and the wider market.
This clear understanding of the
infrastructure, and relationship with
the wider business services – and
customers, is fundamental to developing
intelligent service management.
Conversely, the lack of a single,
complete architectural view of the
dependencies between customers,
services, applications and infrastructure
platforms across the portfolio will make
it more difficult to decommission and
remove legacy components as part of
the drive for resilience, or to manage
complex transformations throughout
the journey to the digital world.
So how can this data can be used to
improve the way Banks run their services?
Understanding the structure of the
Banks IT systems aids the critical task of
understanding the potential impacts on
a Bank’s customers which reinforces the
requirement for reinvigorating essential
service management processes such as
problem management – a capability that
must be supported by appropriate tools
and performance metrics. Customer
experience measures are heavily influenced
by repeated failures or similar issues,
particularly noticeable through social
media attention. We see an importance
in incentivising the IT workforce in line
with the banks’ overarching IT strategy
– to fix the root cause of the problems
to avoid re-occurrence rather than the
historic focus of closing incidents down
through quick-fix solution. Whilst the
latter is a benefit on customer impact,
it should always be followed up to
ensure longevity of the solution.
Using this understanding of end to end
customer journeys to feed effective risk
management processes is a hot topic with
regulators. In order to fully understand
the risk to service a multi-dimensional
perspective on risk assessment can be
used to provide a holistic view. One
proven example of this is the ‘Service
Wheel’ framework which assesses risk
across 8 criteria: testability, recoverability,
resilience, capacity & scalability, support,
operability, security, and service level
agreements (SLAs). Using such an approach
drives greater understanding of the risks
to each IT service, while also enabling
Banks to achieve higher service stability
and customer satisfaction by analysing
and identifying the risks attached to the
underlying technology and operating model.
To help Banks realise these benefits, service
wheels enable quick identification and
agreement on ‘hot-spots’ and major risks to
the technology supporting business-critical
services, thus enabling early mitigation
actions. In our opinion, this approach will
become increasingly important as Banks
start to explore Cloud and SaaS offerings
for more critical services, potentially
changing the perimeter of the business.
With a framework like the
service wheels in place,
Banks can actively improve
and operationalise the
controls needed to support
resilience, by completing
a capability assessment
focused around improving
the maturity of service
management across all
service providers, and the
quality and consistency
of IT service integration
across the organisation.
Figure 3: Accenture’s Service Wheel framework
TESTABILITY
INTEGRITY
OVERALL
RATING
SUPPORT PROFILE
SECURITY
Know before the
customer: Next Generation
Command Centre
In the digital world, the race is on between
the Banks and their customers to spot an
outage first. Advancements in predictive
operations which are business-focused (as
opposed to technology-oriented) mean
that digital businesses are able to identify
that an outage immediately, understand
the business impact, and in some cases
take fully-automated remedial action, all
prior to the customer becoming aware.
And this challenge is not only unique to
Banking – the same can be said within the
energy sector where power must reach
the end consumer whatever the problems
upstream. Whilst this may not necessarily
be fully automated, the customer is
only aware in extreme examples.
RECOVERABILITY
OPERABILITY
RESILIENCE
SCALABILITY
Banks can keep pace with customer
expectations and non-bank service leaders
by enhancing their heritage infrastructure
monitoring capabilities and introducing
intelligent, business-focused solutions,
which extend to the wider perimeter of
the IT estate and its full supply chain
(e.g. cloud-based business processes,
software and infrastructure services).
Intelligent service management, with
integrated functionality across the estate,
helps bring the awareness and control
of infrastructure back into the Banks’
control. Importantly, the data used across
the various areas of service management
must be carefully correlated to ensure that
failures can be anticipated or detected
and that effective recovery mechanisms
can be applied. This will stem the bleeding
while Banks move towards a strategic
model where failure is recognised as
inevitable and systems are built to continue
to operate in the event of a failure.
Interpreting the
Service Wheel
Within the assessment framework,
each category has predefined answers
which provide the basis for a scoring
mechanism relative to the control gaps.
For example, Red can be used to
indicate a severe service-wide risk with
a high level of impact on the customer,
immediate attention required.
9
Knowledge-sharing across service
stakeholders around availability and
continuity management is crucial to ensuring
the Bank is best positioned to recover in
the event of an incident (e.g. educating
IT teams on the business requirements of
availability and continuity management
for critical services). This in turn will
reduce the Bank’s reliance on a limited
skill base, and reduce issue resolution
time – and impact to the customer.
And in the digital world, where there is a high
likelihood that customers will notice outages
almost as quickly as Bank’s own IT teams,
there are clear advantages to be gained
in measuring the technical performance
of bank services, and in understanding
their impact on the end user experience.
Build and embed a Culture
of Resilience from Board
level down
Historically, when Banks think about
resilience the priority has been centered
round financial resilience, with operational
resilience taking a back foot. Yet there
is a call across the industry for this
mentality to change – driven primarily
by the regulators – and this must be
driven from Board level down.
Service quality needs to be embedded
into the fabric and culture of business
and IT, with business leadership actively
encouraged to engage with their IT Service
Delivery communities about the impacts of
outages and the implications of business
decision for service support. An effective
way to manage this is through a formal
operational risk based assessment for each
customer journey that defines the required
level of service; which can be used to
calibrate the operational risk to the bank as
a result of different investment decisions.
10
If managed correctly, the assessments In order to maintain this level of
can also be a valuable way to ensure that understanding and responsibility throughout
service owners from both business and the organization, banks can implement
technology work together to establish a a resilience compliance capability to
meta-model for the information required measure adherence of change and incident
to manage the risks effectively as part of management to resilience principles. This
industrialised ways of working. The use has been most effective where use of the
of such meta-model enables operational capability is mandated and governed within
resilience to be understood through service management and throughout the
multiple lenses – driving multi-function delivery lifecycle, ensuring full awareness
metric reporting which can be adapted of the impact on overall service resilience.
depending on the audience of the output. Adding resilience requirements to the
By using this meta-model to inform the preparation and management of change,
Board providing a robust understanding for example, can ensure that approvals
of the resilience of their services, Banks and service management decisions
are able to use service management and are made with resilience in mind.
resilience as a guiding cursor of their overall
IT strategy and during the investment
prioritisation and allocation. Such use
will enable bank leaders to provide a clear
mandate, budget and a strategic framework
for their workforce to operate within.
To ensure this mandate is carried through
the organisation, from Board down to
Service owner, it is imperative they
understand the importance of resilience
across the management structure and
service management framework. Banks
are expected to upgrade their systems to
meet the requirements of the digital world
whilst also considering resilience across
the full spectrum of applications, business
processes, infrastructure and security. In
order to ensure resilience remains front
and center of these decisions we have
seen benefit in defining the fundamentals
for resilient principles and practices,
and embedding these into delivery
frameworks – with the additional benefit
of enabling Banks to enhance existing
practices for optimal effectiveness.
Next steps: Nurturing Strong Roots
The challenge of resilience
is a business-critical issue
for Banks today, and one
which none can afford
to underestimate given
its escalating profile and
significance for customers,
regulators, and Banks’
wider license to operate.
Put simply, doing nothing
is not an option.
It is an imperative that Banks must address,
at the risk of finding themselves facing
unnecessary service outages and potentially
disastrous consequences. Yet tackling the
challenge of resilience is neither quick
nor easy. It is a journey on multiple fronts
that will take time and effort – and which
Banks must undertake under the eagle eye
of the regulators; particularly in the midst
of the 2014 Dear Chairman II exercise.
Rising customer expectations and
escalating usage of social media channels
mean resilience is also key from a
reputational perspective. This paper
focuses specifically on how Banks can
change the way they run their services to
address the challenges they face today
– the area, we think, that can deliver
the most immediate positive outcome.
In today’s fast-evolving and ever-changing
digital world, with increased agility of
change delivery becoming imperative
to success, Banks must prioritise robust
service management across their whole
organization, and we have called out four
key challenges that should drive banks
to rethink their service management:
1. The direction the bank’s steer to next is
very much in the hands of the customer
as Bank’s strive to meet the demands of
the “Always-On” generation.
2. Outsourcing and exploitation of the
cloud means that Banks are reliant on
an expanding, and ever more complex
IT supply chain, further restricting the
way they can run their services.
3. With the rise of social media and
customer awareness, customers notice
every outage – traditional recovery
techniques are not fast enough.
4. With the rise in regulatory scrutiny, and
the desire to thrive in the digital world,
there is increasing demand for change
slots within banks’ IT environments,
and consequent heightened risk of
change-related outages.
All of these factors emphasize the
importance of Banks’ being able to
demonstrate that robust change
delivery and service management
processes are high on their agenda.
Our experience shows that mastery of the
options that we have set out in this paper will
provide any Bank with a sound basis on which
to begin the pathway to resilience; considering
both preventative and detective approaches.
Each Bank’s distinct positioning and assets
mean they will plot and take their own
unique path which can be comprised of
one of many of the following attributes:
Understand the critical
customer journeys from
High Street to CMDB
• Understand your environment – from
service level down to component level.
• Mapping system and service
dependencies to inform service
management decisions.
• Ensure that risks are not just documented,
but a key input to running the overall
business.
Know before the
customer: Next Generation
Command Centre
• Use your understanding of the
infrastructure to inform service
management decisions.
• Create new predictive operations
capabilities to win the war against
social media.
Build and embed a
Culture of Resilience from
Board level down
• Embed Resilience into your service
modernisation strategy and roadmap
• Build resilience into the culture and
objectives of your organisation and
incentivise the IT workforce through
strategy.
• Clearly understand accountability for
all paths through a customer transaction
journey understanding the end to end
operational risk.
• Reinvigorate the core Service
Management discipline across the
entire IT supply chain.
For all Banks, having resilient services is no
longer a nice-to-have, but a prerequisite for
success. As well as meeting the demands
of the regulators, robust and always-
on core services provide the roots that
nourish new and innovative services for
customers and rising future revenues.
On core systems resilience, it’s time for
Banks to grasp the nettle and nurture strong
roots in leading-edge service management
that can enable customer satisfaction
and revenue growth in the digital world.
11
References
1. ”Wearables” (or wearable technologies)
are clothing or accessories which incorporate
computer technologies becoming ever
popular with the digital customer.
2. Source: http://www.computerworlduk.
com/news/infrastructure/metro-
bank-outsources-entire-it-
infrastructure-3243638/
3. Source: http://www.telegraph.co.uk/
news/newstopics/howaboutthat/11618373/
Fed-up-Santander-customer-cross-
stitches-his-own-bank-card.html
4. Source: http://www.fca.org.uk/news/
fca-fines-rbs-natwest-and-ulster-bank-
ltd-42m-for-it-failures
About Accenture
Accenture is a global management
consulting, technology services and
outsourcing company, with more than
323,000 people serving clients in
more than 120 countries. Combining
unparalleled experience, comprehensive
capabilities across all industries and
business functions, and extensive research
on the world’s most successful companies,
Accenture collaborates with clients to
help them become high-performance
businesses and governments. The company
generated net revenues of US$30.0 billion
for the fiscal year ended Aug. 31, 2014.
Its home page is www.accenture.com.

Authors
Jonathan Maskery
Financial Services IT Resilience Lead

John Shacklady
Financial Services Strategy

Stuart Abraham
Financial Services Strategy

James Keatley
Service Management Transformation

Orla Baker
Financial Services Infrastructure Resilience

Copyright © 2015 Accenture

All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture. 15-2478