According to a cross section of bank tech executives, this could be the year that heretofore unproven solutions -- including mobile payments, cloud computing and social networking -- become essential components of banks' strategies.
Forced unions, toxic assets and politics all raise the stakes for recent bank mergers. However, some basic M&A principles are as true for today's hastily arranged megamergers as they are for traditional acquisitions.
Banks are under growing pressure to deliver targeted products and services, but legacy systems, business silos and increasing regulation often hinder new product development. How can banks manage the development process to effectively respond to rapidly changing market conditions?