![]() ![]() And I've been saying this the whole time is that our strategy is not perfect and it's never going to be perfect. But at the same time it's not something that we want to do, is to just give people a mandate. And that's one of the things that came along with establishing this central organization which is backed by the CTO and the head of technology services, which is going to say, our mandate is to go out and fix monitoring for SCB. Greg Parker: Well, we do have the authority to dictate if we want to. Which meant, when an issue occurred, a thousand different teams got an alert, nobody know whose fault it was, and it took all this time to work out, what's the root cause and how are we going to resolve it? And I think a lot of that comes down to, the fact monitoring wasn't precise. And so there's a lot of inefficiencies that were contributing to massive, MTTRs. And when I worked with some people there and we effectively established a central enterprise monitoring organization for Standard Chartered, the problem was there was no central strategy or tool set, or group of tools that we were using for monitoring, and there were multiple vendor deals, negotiated at different prices at different times with different countries. There was really no central strategy around how we're going to do it. I came in to drive some infrastructure projects, large infrastructure projects, and when I got there, I saw that monitoring was essentially chaos. Greg Parker: So my role at Standard Chartered is to run enterprise monitoring. And so you have all of those issues creep up when you're working across emerging markets and especially in a financial. And then I went to Barclays, which was a similar model except the word came down from London, and at Standard Chartered it was really Singapore saying, this is what we should be doing and this is how we operated for our group owned applications, but there were 70 other countries saying, this is how we have to do it in Nigeria, and this is how we have to do it Kenya, this is how you have to do it in Pakistan. Coming from, I was working for Goldman Sachs for about ten years, where IT was very tightly controlled from the center from New York where, the word came down from the heavens around this is how you're going to do everything. And we get a lot of diversity in our environment because of the different strategies that we have in each country. And so out of Singapore we drive the technology strategy and across all of the markets over 70 countries. There's more than 1200 branches, there's 90,000 employees, and it's just a sprawling financial institution, but it's primarily operating in Africa, Middle East, a lot of emerging markets, and the headquarters for IT is in Singapore, though the bank is headquartered in London. Greg Parker: Well, Standard Chartered operates across 70 countries.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |