銀行整併之資訊整合模式研究

Abstract

1991年，台灣順應金融自由化開放銀行民營，總計16家新銀行設立。但由於民營銀行業務相仿，部分銀行財團化問題嚴重，影響銀行經營並造成銀行獲利能力下降、逾期放款不斷攀升甚至造成虧損，同時間，為促進金融體系提升國際競爭力且能適應全球經濟變動，金管會開始推動金融改革並鼓勵銀銀併(銀行間併構)，甚至金金併(金控間併構)，但銀行整併除業務整合及存廢之策略考量外，兩家銀行之資訊系統的整併，即是過程中最困難及複雜之議題，在所有的資訊專案中，應該沒有任何一個專案會比兩個銀行的資訊整併還要複雜且艱辛，因為除了上述情境及時間的壓力外，尚須考慮法規之要求、復原機制之規畫、機敏資料之遮蔽、緊急應變措施等等數不清及不可預期之狀況，若無詳盡之規劃及演練，面對可能是整併失敗造成商譽損失及客戶疏離，甚而被主管機關數千萬的裁罰也時有所聞，金融同業之董事長遭撤換、總經理降薪已非是新鮮事，金融業面對銀行資訊整併這議題，無不戰戰兢兢，警慎面對，因應此複雜及高風險之銀行資訊整併專案，研究者收集相關資訊管理之理論、台灣近20年來銀行資訊整併之成功案例、資訊整併異常事件或營運中斷之裁罰案例、銀行資訊整併法規之要求，已發展出銀行資訊整併架構，包含『系統』、『資料』、『設備』、『管理』之等四大構面，及11子構面，希望讓未來銀行間之資訊整併不再是一個噩夢。

In 1991, Taiwan, in line with financial liberalization, opened up its banking sector to private ownership, leading to the establishment of a total of 16 new banks. However, due to similarities in the operations of private banks and serious issues with conglomeratization, some banks suffered from decreased profitability, escalating non-performing loans, and even incurred losses. Simultaneously, to enhance the international competitiveness of the financial system and adapt to global economic changes, the Financial Supervisory Commission (FSC) began promoting financial reforms and encouraged bank mergers (both inter-bank and financial holding companies). However, besides strategic considerations such as business integration and consolidation, the integration of information systems between two banks was the most difficult and complex issue during the merger process. Among all information projects, none may be as complex and challenging as the integration of information systems between two banks. This is because, in addition to the aforementioned pressures and time constraints, various unforeseen circumstances such as regulatory requirements, recovery mechanism planning, sensitive data masking, and emergency response measures need to be considered. Without comprehensive planning and drills, the possibility of merger failure resulting in loss of goodwill and alienation of customers, and even fines from regulatory authorities in the tens of millions, is not uncommon. The replacement of chairpersons and salary cuts for CEOs in the financial industry are no longer surprising. Facing the challenge of bank information integration, the financial industry is cautious and vigilant. To address this complex and high-risk issue of bank information integration, researchers have collected theories related to information management, successful cases of bank information integration in Taiwan over the past 20 years, cases of abnormal events or operational disruptions in information integration, and regulatory requirements for bank information integration, and have developed a framework for bank information integration, including four major dimensions of "systems," "data," "equipment," and "management," as well as 11 sub-dimensions, hoping to make future information integration between banks no longer a nightmare.