US Banking Information
Feasibility-focused briefs on open banking data sharing, core modernization, governance, and technology transformation for US banks.
Information Briefs
How to pressure-test technology modernization ambitions against supervisory expectations for resilience, governance, and risk discipline
How banks use profiles, crosswalks, and outcome-based governance to translate cybersecurity ambition into examinable execution
A strategy validation artifact that aligns leadership on priorities by testing whether ambition, dependencies, and control capacity match current digital capabilities
Open banking expands the bank’s risk surface and operating obligations by turning account data and payment initiation into externally consumed services, making capability gaps visible in governance, controls, and resilience
Why consent design is the gating constraint for scalable data sharing, supervisory confidence, and defensible customer outcomes
Open banking is less a connectivity problem than a governance and control problem. The fastest route to durable data sharing is to identify where consent, security, and data stewardship capabilities fall short before third-party access expands operational and regulatory exposure.
Reducing execution risk by proving service stability, operational control, and cost discipline before launch
Regulatory expectations and customer tolerance now converge on a single standard: banks must remain within defined impact tolerances through severe but plausible disruption, including when dependencies sit outside the enterprise boundary
How banking leaders can prioritize resilience spend by separating regulatory necessity from capability-driven risk reduction
How executives validate that resilience ambitions can be delivered within real constraints across technology, process, people, and third parties
How resilience constraints shape transformation sequencing, governability, and the credibility of strategic ambition
A strategy validation lens for testing whether operational risk ambitions are executable within the bank’s operational resilience capacity
A risk-adjusted framework for deciding where automation can credibly release cost, strengthen control evidence, and improve service performance without creating new operational fragility
Why third-party risk discipline has become a hard constraint on partnership-led growth, resilience, and regulatory confidence
How executives evaluate whether outsourcing ambitions can be executed without compromising security, resilience, and supervisory expectations
Reducing execution risk by proving data integrity, operational controls, and cutover readiness under live conditions
Why banks struggle to deliver consistent, value-adding experiences across journeys, and what the gaps reveal about strategy realism
How to validate that incremental core change will deliver outcomes without creating permanent dual running, integration sprawl, or control debt
Platform engineering can accelerate delivery only when banks close capability gaps in legacy integration, security-by-design, product-minded platform governance, and measurable value outcomes
How banks reduce delivery and control risk by treating architecture, data, and security capabilities as gating dependencies