TAdviser SummIT 2025: IT in Banks section
On November 27, the annual TAdviser SummIT 2025 was held in Moscow. The moderator of the IT in Banks section was Natalya Lavrentieva, deputy editor-in-chief, TAdviser.
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Why does the world need another DBMS, why do corporations believe so much in platforms, how banks fight for the client and will the digital ruble make us all redundant? All these issues were discussed by representatives of the financial sector.
80% of corporations will make platform teams next year
Recently, everyone has been building platforms and constantly talking about them. Why they are needed and where they came from - let's also talk about it, - suggests Sergey Putyatinsky, Vice President for Operations and Information Technologies, FG BCS. "How did we evolutionarily come to them?"
We will keep in mind the model of IT management in corporations in the Russian market. At the first stage, the IT department was mainly needed by the service of the chief accountant, since the first business system that appeared was precisely the accounting system. IT reported to the Chief Accountant or CFO.
At the second stage of development, IT specialists are needed by business in order to automate client business processes (service, decision-making and everything like that). IT begins to obey business functions, since the required competencies are poorly understood by the financial service, plus unnecessary responsibility also interferes. At the same time, IT becomes fragmented: each function has its own IT, and it, in turn, generates different processes and duplication of infrastructure.
The third stage is characterized by industrialization of IT. Here begins the introduction of ITSM processes, IT management as a service, as an asset. At the same time, conflicts with business appear, since the customer needs to quickly and conveniently, and IT departments follow a heavy process (GOST-34, RUP, ITIL). A central IT function led by a strong Chief information officer stands out.
With the further digitalization of the business, there is a strong dependence of this very business on the effectiveness of the IT department. Flexible approaches and processes are being implemented. The central function of IT with a strong Chief information officer remains, but the business has some form of dedicated commands in matrix reporting.
The fifth stage assumes options. Option one looks like further decentralization. The infrastructure remained with centralized IT, and the teams completely moved into the business. In the second version, matrix control is preserved, but, at the same time, they come up with their own flexible IT management frameworks for balancing between central IT and business. What happened? Where there was a complete decentralization of IT, problems began to arise in the form of duplication of infrastructure costs. A unified approach to processes related to quality assurance and observability was also lost.
 | Centralization in the modern sense is the search for a balance between maintaining IT manageability and end-to-end processes and maintaining flexibility in the interests of business, explains the speaker. |  |
According to him, by 2026, 80% of corporations with a large share of IT will create platform teams with the aim of reusing services, components and tools for corporate platforms on which business solutions are developed.
The emergence of platforms is a way to maintain IT manageability, including control over the architectural stack, but at the same time implement different business processes on it. From the point of view of process preservation, observability, cost management, IT risk management, the platform allows maintaining uniformity of approaches for federated (decentralized) teams, but at the same time provide managerial flexibility and independence in the implementation of business tasks.
Battle of Speeds
Banks are fighting for the client. The features of the digital struggle were highlighted by Gennady Grebenik, Transformation Director, FORA BANK. "In the banking system, we are somewhere behind the plinth," he notes modestly. "We do not have very large and large budgets." If you look in numbers, then FORA BANK ranks 64th in terms of assets and has 179 offices in 16 regions of Russia.
| | In fact, all our customers already use the services of other banks too, we are far from the only ones. Therefore, we have to compete with such market giants as Sberbank, VTB, T-Bank and Alfa-Bank, says Gennady Grebenik. | |
Customers are getting used to the standards that mainstream players dictate. Therefore, it is better not to make the RBS channel especially original. FORA BANK settled on its own development. The speaker shows slides with the interfaces of his decision and compares them with the interfaces of top market players.
| | When we developed our product, we came from the needs of the client, - Gennady Grebenik shares his experience. - We did everything right: it seems to be a cool client path, a good interface, but the processes are difficult under the hood. It turns out that the story works slowly, the client is not ready to wait so much. You can, of course, rebuild all the systems, spend half a billion rubles and do this for another three years, but there is no guarantee of success. | |
He explains that he came up with IT a department (and came up with a holding of funds here, and so on), and then switches to a fresh trend with an open one. API The bank will be perceived as a service provider, however, this is already happening. Among other trends, Gennady Grebenik calls cross, the omnicanality creation of superapps that unite, and the finance further development of marketplaces. "This is the story that will be popular in 2026-2027. We also look there, "he concludes.
Scoring has become faster, but not smarter.
| | I still found that time in the bank when the attitude towards scoring was different, "recalls Yaroslav Chereshnev, Managing Director of Digital Bank, Sovcombank. - Now, taking into account the development of technology, the speed is increasing. Banks have long become service organizations. There is a battle of speeds and competition for the attention of the client. However, the price of speed is a decrease in quality. | |
Most banks automate processes, but do not revise the architecture. There is a growing disynchronism between processing speed and solution quality. Data, models and processes live in different contours, creating system breaks. Шаблон:Quote 'This is a key paradox of modern banking: increasing automation does not improve the risk function, and sometimes even deteriorates the quality of decisions made due to the lack of a systematic approach, says the speaker.
Borrowers "behavior has become more volatile and unpredictable, requiring new approaches to risk analysis and modeling. The regulator has strengthened the requirements for explainability of models and transparency of decision-making. Large language models ceased to be a toy and became a full-fledged layer of context analysis and unstructured data processing. The key thought is that the models have ceased to be in charge. Now the main thing is the context and quality of the data, which determine the effectiveness of the entire system.
Scoring is no longer a formula or a separate model - it is a complex ecosystem of architectural layers that combines data, models, solutions and control into a single structure, explains Yaroslav Chereshnev. The quality of solutions is determined by the layer link, not the quality of a single model. Modern credit scoring is built on four interconnected architectural layers, which must work synchronously to ensure the maximum quality of decisions made.
The future of credit scoring is developing in three key areas that form a new paradigm for real-time risk management. Micromodels interact that specialize in specific tasks and exchange information for complex decisions. The system is automatically reconfigured and self-repaired when data drift or forecast quality is detected. It becomes possible to manage portfolio risk in real time with continuous recalculation and adaptation of strategies based on current customer behavior.
The future of bank scoring is not just a set of models or automation of processes. It is a self-adaptive risk management framework that integrates data, models, and decision-making into a single living ecosystem. It is important not just to accelerate processes, but to build the right architecture that will provide a sustainable competitive advantage in the long term.
Open Door Time
Alexander Shcherbakov, head of the digital product b2b of this company, spoke about the new multi-banking service that Alfa-Bank is launching this year. The Bank of Russia has taken the initiative to introduce multi-banking. Now, at the request of the regulator, banks open through the Open API access to offers of their products and services, to the data of their customers (by agreement of the latter). Symmetrically, all banks receive this data from each other. The Open API is used as a single standard for integration between services and systems.
| | In 2027-2028, this will already be a regulatory obligation of banks, the speaker emphasizes. - Russia is not at all the founder of multi-banking. "Open banking" and "open finance" have been used by large banks around the world for quite some time. We are slightly catching up here. | |
This year, Alfa-Bank is completing the development of a multi-bank with its first partner banks. Now all accounts and transactions in all companies will be in the same interface (of course, so far only in participating banks). "Not all banks have direct integrations with corporate customers. Companies hold money in different accounts in different financial institutions. Users constantly switch between interfaces, and in order to collect account reports, you have to summarize everything, generate summary reports and have a whole staff of accountants for this. Therefore, in 2025, we brought all accounts and transactions into a single interface, and in 2026 we will deal with payment services, processing transaction registers, that is, customers will be able to download payment registers immediately for processing, as well as connect foreign exchange transactions. " There will also be a version for a mobile application, the speaker promises.
Multibank turns Alfa-Business into a multi-level management tool finance for the holding. And by connecting to the Alfa API, the business will receive consolidated from data all banks directly accounting system in its company. Innovations will improve customer experience and price parameters, make it possible to hyperpersonalize offers and interfaces.
"It is easy to connect a multi-bank online, in a couple of clicks," says Alexander Shcherbakov. Faster acquisition of banking services and products, reduction of expenses for banking analytics and support - this is how multi-banking affects business. Banks themselves, among other things, will be able to work with a more complex cross-sales model and price competition.
Fashion is passing, but business remains. Data Governance & Data Quality is not a temporary trend, but a strategic need for sustainable growth and minimizing long-term risks. This conclusion follows from the report of Elena Buderatskaya, head of the Data Governance department, OTP Bank.
| | But this is no longer just oil, not just raw materials for our processes. This is the air we can't live without. Technology will not work. In the age of technological solutions without data, nowhere. And our task here is to turn raw data first into information, and then into knowledge. | |
| | You can have the best DWH, but if the data in it is incorrect, you will draw the wrong conclusions, "says Elena Buderatskaya. | |
But what if you still do not implement anything? Then the business will quickly face lost and scattered expertise. The search for data is long, there are no uniform standards. Widespread refactoring begins with the simultaneous search for the guilty and the transfer of responsibility.
| | Here I want to highlight one of the important components, DQLA, that is, an agreement on the level of data quality. Such an agreement allows you to make transparent the interaction between the supplier and the data consumer. When we introduced this component, for the first time in the history of the bank we had the opportunity to negotiate. DQLA forms new "neural" connections between divisions, business and IT begin to work for one goal, - comments Elena Buderatskaya. | |
| | This is an optional thing, but we did it too. All of the above works as an investment in our path to the Data Driven company, this is a path to the future, "says the speaker. | |
However, it is best not to start anything if you do not have management support, if you did not take measurements of maturity and impact on KPI, and also did not take care of the pilot and training.
The commands themselves do not add up. They must be folded by a person
| | If a digital product,, ON was developed for a year in the early 1980s and lived unchanged for about six years, then already in 1985 these deadlines were equal. That is, the product has been developed for a year and a half and almost immediately began to change. Now we do not have time to agree on the requirements, as everything needs to be changed. From here it arose, Agile because we do not keep up with the changes, - says the speaker and advises to read G. Gromov's book "Essays on Information Technologies." | |
| | Therefore, a weak digital product is striving to quickly release for the user - in order to catch up with quality, - explains Anatoly Chekmarev. - In general, for most characteristics, a digital product is literally perpendicular to a material product or service sector. At the beginning of creating a digital product, we do not know what will happen at the end, because it begins to adapt. | |
| | How is internal adaptation ensured in complex systems or in production? - Anatoly Chekmarev explains the details. - Due to the fact that there are some elements that predict for a fairly long time, in which direction the external environment develops, in which direction the living organism or system itself should develop, and on the other hand, provide quick reactions to these changes. People are such a living element in the organization. | |
People and interaction are more important than processes and tools, says the Agile manifesto. The team of more than 10 people no longer works. "But everyone repeats this mistake. And certainly - the largest banks, "says the speaker and recalls Raymond Belbina. Belbin, PhD in psychology, has been researching team-building issues for 40 years and conducting experiments in the field. For example, I typed a team of "uppolons" and watched what would come of it.
The speaker cites some of the main theses of this psychologist as an example. For example, he recalls that working functions and a team role, determined without taking into account personal characteristics, lead to a decrease in team efficiency, stress and burnout. "The commands themselves do not add up. They should be added up by a person, "sums up Anatoly Chekmarev, showing a summary table of key IT roles according to Belbin's model.
| | We all saw what was happening this year, how our credit revenues collapsed, how transactional revenues grew, how we all rebuilt to interact with cryptocurrency, with which it is impossible to interact, "the speaker recalls. - In general, both this and the previous few years were fun. But the most important thing is what? Commission income is growing. | |
High rates make loans less in demand, and banks are increasingly earning on commissions. Customers actively use payments and settlements, this increases bank fees. It turns out that the development of commission products compensates for the decline in income in lending.
| | When we reflected on our development strategy, we looked at different ways of digitalization. If we talk about the digital ruble, then we still have not figured out how to make money on it. Probably, in the future we will have to, otherwise we will be patrons of art, - explains Anton Semennikov. - SBP, of course, is increasingly penetrating our lives. As a result, we still went to Open Banking, but not the one that is being done now. We went into this story in the format of "bank as a service," in order to minimize the cost of support. We succeeded. | |
BaaS is an open API banking model that is embedded in the IT infrastructure of a business. BaaS includes a limit management system, a cash collection interval management system, information security tools, cross-border quiring, payment processing. It provides real-time cash flow logic, supports the opening of new and closing of old both settlement and special accounts.
Zero interface
The trends in UX/UI and functionality were reviewed by Elena Baranova, Director of the Digital Business Department, Metallinvestbank. According to Frank RG analysts, banks in pursuit of functionality have lost sight of the convenience of users. In 57% of cases, the main pages of the investigated Internet banks caused a negative emotional reaction among users during UX tests. This is due to the congestion of interfaces with various services and functions.
| | We also ran with functionality, forgetting about convenience. I wanted to shove more into the product. And customers suddenly felt bad, - comments Elena Baranova. | |
Some banks provide users with the ability to customize the main page for themselves. But most customers (83%) simply don't. Of these, 62% do not consider it necessary. UX/UI in 2026 is a mix of technology, emotion and convenience. The main goal here is to create a service that is felt personal, easy and involving.
The speaker highlighted four main trends for development. The Metallinvestbank team drew attention to these trends. The first trend is easy to guess - these are AI assistants. Artificial intelligence helps to move faster along the interface: it prompts where the next step is, removes unnecessary clicks, offers an action option.
The second trend is minimalism. A clean interface, in which there is no superfluous, there are only "small touches." Animation and prompts make work more convenient and faster. Similar to minimalism and the third trend, the so-called "Zero UI." There are fewer screens and buttons in applications, more and more voice commands, gestures and proactive prompts. The service understands the intentions of its user in advance and offers the action even before the click. In 2025, about 27% of users use voice search on their mobile devices, the speaker cites statistics.
The last named trend is immersive UX. Interfaces become voluminous and complement reality. AR and VR are no longer perceived as a toy. They solve specific problems: they help to choose a product, find the way, undergo training. Websites and applications do not just provide information, but "talk" to the user using 3D graphics and animation, virtual and augmented reality, sound design. For each user, an interaction scenario is configured based on their preferences and needs.
"When the cognitive load is too high, users start to feel stressed and confused," says Elena Baranova. Irritability increases, which leads to difficulties in understanding information, in making decisions and performing tasks. There is a desire to remove the irritant. The "lightweight" interface, which is not superfluous, makes work more convenient and faster, reduces the cognitive load on the user (and some save not only the user's attention, but also battery, traffic and time). The correct interface increases the speed of launching services.
New systems are still needed
They talked about different things, but the back office was ignored, said Sergey Maksimov, IT architect of the system, Moscow Exchange. He came to talk about how the architecture of the company's new back office works. Such an office, he said, is the very circulatory system that carries business value.
The exchange has developed many of its own software. "All because there are no such business processes as ours, especially nowhere else," the speaker explains. However, gradually the software began to become obsolete. The new platform was required here because everyone felt the need to increase the technological pace, and the limited integrability of "monolithic" AWS solutions was tired. In addition, the company had a high proportion of operations requiring manual confirmation.
I wanted the new system to have a single design-consistent UX for users, work strictly inside a secure perimeter without losing the flexibility of integrations and have a truly fault-tolerant architecture. Another requirement is the parallel development of modules for different customers.
The old architecture implied that everything is on the user's workstation, and an individual security system works for each AWS. Backup options were limited. "When we switched to the internal cloud, it became possible to serve everyone centrally," says Sergey Maksimov. Now there is a single safety loop (SSO) for all systems and a geodistributed "warm" reserve.
| | Separately, I want to dwell on the fact that our services carry the executable BPMN 2.0 scheme within themselves. It is good because it is understandable and accessible to all participants in the software production process, the speaker emphasizes. | |
As a result, the business controls the completeness of the analysis and the progress of the implemented processes, analysts model the interactions between users and systems at the required level of detail, and developers focus on the implementation of individual blocks in accordance with the agreed process diagram.
As a result, the transition from manual technological processes to processing only exceptions in the Moscow Exchange took place. Automation within one market does not require more coordination with other customers. The efficiency of the shift on duty has increased due to automation, while the labor intensity of routine operations has decreased by 60%. Thanks to the BPMS kernel, it is possible to use Process Mining tools. For several exchange markets at once, new functions are quickly displayed.
| | Why do you need another [DBMS]? - Ivan Solovyov, DBMS product manager, FTData, self-critically begins the report. - 190 similar solutions have already been registered in the Register of Russian Software. Why did we become almost two hundred DBMS? The fact is that large vendors cannot always be quite flexible in terms of software refinement. In this case, design DBMSs appear on the market. We were like that, too. And now we are ready to declare to a wide audience - we no longer have a fork, but a full-fledged product! | |
| | We make a product for everyone, but at the same time we are deeply immersed in the industry. At first it was a financial industry, now several new ones have been added. We talk with application software vendors, see what customers want, build a product for them and come out with an update. And then - moving to a new industry, - the speaker draws the principle of work. | |
What problems can a business have when migrating from Oracle? Incompatibility of data types, inability to convert an object "one to one." There is a need to manually adjust the differences in performance optimization mechanisms as well as the complexity with transactions. The solution from FTData supports syntax compatibility with Oracle.
By analogy with Oracle, there is support for temporary global tables. Work with subtransactions is optimized, the transaction is continuing with an unhandled exception. The product has tools for building a failover cluster, it supports work with compressed databases. Expanded functions for working with query plans and hints.
Awards
During the work of the section, an award was held in the nomination "Import substitution of the platform of the consolidated IFRS reporting: project of the year." Evgeny Cucurechnikov, Deputy General Director, TURBO, Consist of Business Group, Alexey Odintsov, Sales Director, TURBO, Consist of Business Group and Tatyana Shustikova, Deputy Head of Reporting and Financial Data, VTB were invited to present the award .
VTB Bank implemented a project to replace Oracle HFM with a domestic TURBO platform to prepare consolidated IFRS financial statements. The transition to this solution provides the company with technological independence, compliance and full control over critical financial processes. TURBO allows you to automate complex calculations and reporting, ensuring high data accuracy and information security.
{{quote 'On behalf of our entire team, I would like to express my gratitude for the recognition of our project as the project of the year, - says Tatyana Shustikova in response. - For us, this is not just a high mark. This is evidence that we are going in the right direction and creating world-class solutions. }}
| | Our victory would not have been possible without a respected customer, VTB Bank, - in turn, representatives of the Consyst Business Group company thank Tatyana. - Thanks to colleagues for strategic vision, for courage in setting such ambitious goals and, of course, for great trust! | |
During the break and at the end of the summit, the guests talked informally, and also had the opportunity to familiarize themselves with the solutions and services of IT suppliers at the stands deployed in the event hall.
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