English / OutSystems in Action / Banking
OUTSYSTEMS IN ACTION
Explore real business challenges and reported outcomes in banking & financial services. Each brief connects the application story to practical questions about process, technology and delivery expertise.
Based on published OutSystems customer stories, with Digital Alchimia’s editorial perspective.
EXPLORE THE INDUSTRY STORIES
Fragmented applications and manual mortgage processes created technical debt and operational friction. Customer onboarding became 70% faster, and origination and servicing became fully paperless.
A bank needed to accelerate legacy modernization and reduce the effort spent maintaining its application platform. The reported modernization roadmap shortened from three years to one; technical debt fell 10% in the first 60 days.
A securities firm needed faster development and a more flexible way to expand its delivery team. Development time fell by up to 50% compared with traditional waterfall delivery; around 10,000 employees use the applications.
Repeated data entry and manual handoffs slowed wealth-management onboarding. Onboarding time fell by more than 50%, with over 40% fewer data fields.
A bank identified an opportunity to make moving money into savings easier through a mobile experience. The source reports transfers moving from hours to seconds and thousands of customers joining within the first couple of months.
An investment bank wanted to reduce delivery effort and free developers for higher-value work. The source reports threefold development speed and approximately 25% optimization in development and maintenance resource requirements; roughly US$2 million in savings over three years was an estimate.
Legacy-system retirement risked leaving experienced developers without a path into the new application environment. The source reports sixteen to twenty developers transitioned from legacy maintenance, with new applications delivered around twice as fast as the traditional-technology comparison.
An innovation team needed a working KYC product to test its proposition and secure the next stage of funding. The source reports an MVP in ten days, a commercial pilot in three months and use by more than forty companies at the time of publication.
An established payments company needed a more adaptable technology foundation for digital banking and internal workflows. The source reports digital banking launches in two countries after eleven months of iterative development and at least twenty internal employee-facing applications.
A bank needed to respond to growing digital expectations across mobile banking and lending journeys. The source reports a mobile app initially launched in less than four months and used by over one million customers at publication; a separate mortgage process improved from fourteen days to five.
A financial-services operation managed complaints through email, spreadsheets and a separate incident tool, making coordination and time limits difficult to track. The source reports complaints resolved within SLA rising from 44% to 75%, dedicated handling moving from three full-time roles to one with occasional team support, and six weeks for development, acceptance testing and deployment.
Bank employees needed a more coherent servicing experience across products, channels and underlying systems. The source reports fourfold UX delivery speed, associated development costs halved and a separate emergency-loan servicing experience launched in less than five weeks.
Tailoring a banking platform’s interface for different clients was slow and expensive despite an adaptable underlying architecture. The source reports delivery by ten developers in four months and four new bank customers in the five months after the new interface became available.
A lending specialist needed to replace a third-party application before losing access to a critical digital service. The source reports three weeks of discovery followed by fifteen weeks of delivery, with loan-application completion described as taking less than ten minutes.
A trade-finance startup wanted a clearer record of how funding related to orders, deliveries and supporting evidence across a supply chain. The source reports a January 2020 platform launch, new-entity onboarding described as taking two minutes, and capabilities for location, photo and video evidence.
A financial-services group needed to adapt rapidly to pandemic-era emergency lending requirements while supporting different credit-union customers. The source reports a one-week delivery for the dedicated pandemic loan workflow and tailoring to a credit union’s guidelines within two hours; the underlying lending service already served twenty-eight credit unions at publication.
A credit-software provider needed a more configurable origination product while its initial redevelopment approach risked missing delivery and cost targets. The source reports approximately six months to deliver, 75% fewer development hours against the initial projection and half the originally planned team requirement.
A growing financial-administration platform faced a rising application backlog and needed more responsive updates for complex back-office processes. The source reports delivery of its initial back-office scope plus 50% more platform functionality in four months, followed by a two-week sprint and release cadence.
A bank needed better visibility and less repeated communication across its mortgage business-partner network and internal processing team. The source reports six months to deliver, including testing, followed by a 30% increase in mortgage loan value and fourfold productivity reported seven months after launch.
Off-the-shelf digital banking products did not fit the bank’s customer experience, internal processes and specific service requirements. The source reports an initial onboarding phase delivered by three developers in under three months. The separate assistance portal took two developers two days.
An aging e-commerce platform made customer self-service improvements difficult and contributed to friction in savings applications. In A/B testing, the source reports fifty-four percent higher likelihood of conversion for the mortgage calculator experience and a ten percent completion increase for the savings journey, whose completion time fell from ten minutes to six.
A national tourist tax-refund initiative needed connected digital interactions among merchants, shoppers, authorities and payment services. The source reports a four-month implementation, around thirteen thousand merchants joining in the first year and a refund-claim process reduced from approximately thirty minutes to two.
A monolithic banking environment made process improvements slow and delayed feedback between business stakeholders and IT. The source reports three delivered process projects, weekly stakeholder demonstrations and bug fixes completed in one or two days compared with a week or more outside the platform.
The bank wanted more efficient workflows, stronger process visibility and a more convenient experience for customers and employees. The source reports more than fifty new processes digitized and three portals implemented in six months, with task and approval auditability and customer access to statements and invoices.
Manual and decentralized processes made it difficult to respond efficiently to borrowers and connect information across loan origination. The source reports a six-month delivery and early digital-strategy outcomes including a two-thirds reduction in processing costs and a twofold productivity increase.
Seafarers and their families needed a more convenient digital financial experience, while intermittent connectivity complicated the underlying service. The source describes a dual-currency mobile wallet with salary payments, transfers, remittance and other financial-service access. It reports greater frontend development agility through the connected mobile experience.
The provider needed convenient digital credit journeys connected to existing financial records while serving direct customers and business-partner channels. For its direct channel, the source reports the application-and-approval journey reduced to under thirty minutes and ninety percent of customers completing applications without customer-service intervention. Similar results for the partner channel were still expected outcomes.
A small development team faced growing requests and lacked the external applications needed for clients and brokers to manage their work digitally. The source reports five applications in under a year, with the first two portals completed within three months. It estimates more than a thousand hours saved through streamlined operations.
A complex technology estate built through successive acquisitions slowed new products, channels and customer experiences. The bank needed a more adaptable architecture and a business-wide delivery approach. By early 2020, the source reports replacement of 70% of the processes in the bank’s legacy core systems. The program supported digital credit journeys and partner channels; some additional dealer and recovery solutions were still forthcoming when the story was written.
Customer-facing staff needed easier access to reliable customer information, but multiple legacy dependencies made a CRM change difficult. The bank wanted to improve the experience while retaining its core banking systems. The CRM was delivered in six months, which the source describes as 50% less time than an earlier hand-coded development estimate. It was used by all customer-facing employees in the reported implementation, including relationship managers and contact-center staff.
Paper quotation requests and printed finance forms delayed sales handoffs. Maintaining many custom applications also left limited capacity for new customer-facing initiatives. The source reports removal of the three-to-four-day delay in processing quotation paperwork. It also reports around 7,500 quotation requests annually and roughly 220 finance applications each weekday at the time; these are separate workflows and historical activity measures.
An informational website could explain credit products but could not accept an online application. The lender needed a transactional channel that could evolve with product and business changes. The source reports five weeks to production, three user-profile types and two integrations with existing core systems. It describes a streamlined application process without quantifying loan-sales growth, approval speed or revenue impact.
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