W większości przypadków odpowiedź brzmi: migrować stopniowo, nie przepisywać od zera. Przepisanie całości (big bang rewrite) świetnie wygląda na slajdzie, ale w praktyce oznacza lata pracy, zamrożenie rozwoju biznesowego i realne ryzyko, że nowy system nigdy nie dogoni starego. Podejście strangler fig – stopniowe zastępowanie fragmentów starego systemu nowymi, aż

DORA przenosi odpowiedzialność za odporność cyfrową także na relacje z dostawcami ICT – i, co kluczowe, nie pozwala jej scedować. Nawet jeśli usługę świadczy zewnętrzny dostawca chmury, SaaS czy software house, to instytucja finansowa pozostaje w pełni odpowiedzialna za zgodność. Czwarty filar DORA (art. 28-30) wymaga między innymi rejestru informacji

DORA does not explicitly say, “Replace your old systems.” But its requirements—annual testing of systems supporting critical functions, source code reviews, scenario-based testing (at least once every three years for designated TLPT entities), and documented RTOs and RPOs—are, in practice, impossible to meet for undocumented Delphi applications,

A mortgage is one of the most complex banking products. The multi-stage process involves numerous organisational units within the bank. Furthermore, it is governed by legislation and internal procedures. For years, it relied on paper forms and visits to the branch. The ideal scenario is, of course, a fully digital mortgage and digital application process. In such a model, the customer does not

Implementing meaningful UX improvements in complex banking and insurance platforms does not necessarily require budgets running into the millions. Nor does it require an immediate overhaul of key technology platforms or implementation processes lasting several months. There are a number of optimisations that can be introduced relatively quickly, bringing immediate operational relief to staff and increasing customer satisfaction. Translated with DeepL.com (free version)

In the age of the data-driven economy, within the technology and consultancy sectors, it is knowledge that constitutes an organisation’s primary – albeit intangible – asset. Unfortunately, all too often this knowledge resides solely in the minds of specialists. Without a properly designed process, every employee departure represents a real loss of value for the company. Offboarding is a critical moment at which

How can we improve communication between staff and customers? Anna glanced at her watch. It was 4.45 pm. At that very moment, the fifth set of supplementary documents in a row from a key client landed in her inbox. To make matters worse, the three previous attachments had been sent via WhatsApp, and the client had sent the scan of the payment receipt… by text message. Anna now had to manually download

Emotions at work “You have to be professional at work.” “We leave our emotions at the door.” These are the phrases that, for years, have defined the way we think about work and professional relationships. Except that the reality is different. Because each of us comes to work not only with experience and skills, but also with emotions — stress before