Financial Services: Building Blockchain One Block at a Time

Financial Services:
Building Blockchain
One Block at a Time
Despite a fragmented and still maturing ecosystem, the time has
come for firms to move aggressively in developing business and
technology strategies for a blockchain-enabled world. Those
that linger in the experimentation phase will be left behind by
the rapid pace of innovation, according to our study.
DIGITAL SYSTEMS & TECHNOLOGY
COGNIZANT REPORTS
June 2017

2 | Financial Services: Building Blockchain One Block at a Time
Digital Systems & Technology
EXECUTIVE SUMMARY
Even as blockchain is poised to disrupt the financial services industry, from operations to
business models, most organizations face substantial uncertainty about how the blockchain
ecosystem will develop and the changes it will unleash. While some early adopters are
pushing ahead rapidly, most firms remain content with learning about the technology and
testing proofs of concept internally until the future direction comes into focus. (For a
definition of blockchain, see Quick Take, page 6.)
But waiting for clarity before moving forward is not a viable option. To ensure they are not
left behind, firms need to move quickly to determine how their business strategy can
leverage blockchain, build the required capabilities into their business processes and
technology systems, and become comfortable with collaborating on projects with external
partners, customers and even competitors.
These are some of the key takeaways from our global survey of 1,520 executives from 578
financial services firms on how they expect blockchain to impact their industry and the
steps they are taking to prepare. (For more on the study, see the methodology, page 25.)
Respondents concur that blockchain will have a major impact on their industry, although
opinions differ among the leadership hierarchy. While senior executives are more likely to
expect that blockchain will fundamentally restructure their industry, senior managers are
more tempered in their outlook, having a better appreciation of the obstacles that must be
addressed.1
While we share the view that blockchain has the potential to generate substantial benefits,
firms will need to overcome significant challenges to reap these rewards, including
rethinking their business models, changing their approach to stakeholder engagement and
managing the substantial culture change required to collaborate with external partners in
blockchain consortia.

3Financial Services: Building Blockchain One Block at a Time |
Even as blockchain is poised to disrupt the
financial services industry, from operations
to business models, most organizations
face substantial uncertainty about how the
blockchain ecosystem will develop and the
changes it will unleash.

Key Findings
Our study reveals the following issues that financial services firms need to consider to succeed in a
blockchain-enabled world.
• Blockchain will change the game in financial services, at many levels. Blockchain has the abil-
ity to dramatically boost efficiency and reduce costs in a wide variety of areas, including trade
settlement, trade finance, KYC/identity management initiatives and collateral management, to
name a few. But its impact on business strategy will be even more important.
Blockchain will open new markets and spur additional competition from nontraditional players in
existing markets. In our study, 91% of survey respondents said blockchain will be either critical or
important to their firm’s future, while nearly half said it will fundamentally transform the industry.
Most respondents said their firm is looking to gain competitive advantage through blockchain, and
roughly three-quarters predicted that revenues will grow by more than 5% from its adoption.
• When developing their blockchain strategy, organizations should strive for clarity but accept
uncertainty. Blockchain will rewrite the rules of competition in financial markets, and firms need
to ensure their business strategies keep pace. Yet, only 48% of respondents said their firm has
defined a blockchain strategy, and just 42% said they’ve identified the functional areas and busi-
ness processes that could be affected by blockchain. This is not a technology issue to be left to the
IT function. Instead, business stakeholders need to be involved from the outset to define the busi-
ness opportunities that blockchain can enable. A top barrier to adoption, in fact, is understanding
blockchain use cases, according to 53% of respondents.
Blockchain projects need clear goals, but firms should recognize that it may not be possible to
precisely quantify costs and benefits at this stage, due to the fact that benefits are often strategic
and will appear over the long term. We believe financial institutions should be thinking beyond
applications and apply an aphorism hatched in the pre-commercial Internet age by Sun Microsys-
tems, Inc.: “The network is the computer.”2
• Platform selection is a vital factor in determining blockchain success. With a wide variety of
blockchain platforms on the market, firms need to carefully choose the appropriate technology for
each business case. The selection is not a purely technical decision; rather, the choice should be
based on business issues, including whether the platform’s capabilities match the requirements of
the use case, including security, privacy and smart contract capabilities, and whether the network
appears to have the potential to survive over the long term.
To avoid becoming locked into a proprietary technology, firms should consider the increasingly
popular open source blockchain networks, while remaining alert to additional tactics that limit the
ability to switch networks, such as the need for proprietary services or hidden infrastructure costs
that only become apparent over time.
With the ultimate winners yet to be determined, firms are well-advised to gain experience with a
variety of networks, including those such as R3 that are distributed ledger technology platforms

built through industry-wide collaboration, as well as those that are broader ecosystem initiatives,
such as Ethereum and four different Hyperledger frameworks. Respondents believe both public
and private blockchains will grow rapidly in importance, with 86% noting that public (i.e., permis-
sionless) blockchains will gain prominence within the next five years, while 80% said the same
about private (i.e., permissioned) blockchains.
• Concerns loom over privacy/security and scalability. The biggest external obstacles to block-
chain adoption, according to respondents, are privacy/security and scalability/latency (each named
by 69% of respondents). Privacy and scalability concerns are greatest with public (permissionless)
blockchain networks, and open source communities are aggressively working to address these
issues. In contrast, permissioned blockchains are already integrating capabilities to limit access to
information and transactions.
Despite the security concerns, blockchain networks actually provide much greater security than
traditional approaches since their design prevents data from being tampered with or changed, and
these decentralized networks lack a single point of failure. We expect executives to recognize the
greater security of blockchain networks as they gain more experience with the technology.
Scalability and processing speeds are an issue for business applications that have large transac-
tion volumes or cannot tolerate delays, such as in capital markets. Firms should keep abreast of
the fast-developing innovations in these areas to ensure they are designing a solution that can
remain competitive with blockchain’s first-movers.
• Blockchain requires a culture of collaboration. Although some internal blockchain solutions can
increase efficiency, the greatest benefits will accrue for firms that participate in networks of part-
ners, customers and competitors. This will be a new experience for many firms; 56% of respondents
cite working with ecosystem members as a principal obstacle to adoption.
Most firms are drastically underestimating the significant changes this will require in their existing
culture and assumptions, and only 6% of respondents cited culture and change management as a
significant obstacle. Firms need to develop a “network-first” mindset and embrace the idea that it
can be more important to grow the size of the market than just their own slice of the pie. To spur
this shift, organizations should consider the ability to collaborate successfully when evaluating
blockchain proofs of concept.
• In the short term, it’s good enough to modify, not overhaul, business processes and technol-
ogy systems. Over the longer term, the greatest benefits will be captured by firms that redesign
their business processes and technology systems to take best advantage of blockchain capabili-
ties. But in the near term, most firms are assessing how to modify their existing processes and
systems to support blockchain.
Although some internal blockchain solutions
can increase efficiency, the greatest benefits will
accrue for firms that participate in networks of
partners, customers and competitors.

QUICK TAKE
A Blockchain Primer
Blockchain is a decentralized software mechanism that enables a public distributed
ledger system. The technology allows the tracking and recording of assets and transac-
tions without the presence of a central trust authority such as a bank.
Blockchain networks create proof of ownership by using unique digital signatures that
rely on public encryption keys known to everyone on the network and private keys
known only to the owner. Complex algorithms drive consensus among users, ensur-
ing that transaction data cannot be tampered with after verification, reducing the risk
of fraud.
These networks also enable peer-to-peer exchange of data, assets and currencies
through rules-based smart contracts in a more efficient, transparent and cost-effective
manner. Once created, smart contracts execute automatically once their terms are met,
without the need for human intervention.3
Blockchain platforms can be public (i.e., permissionless) like Bitcoin, with anyone allowed
to submit a transaction and take part in validating other transactions. They can also be
private (i.e., permissioned), where only authorized people participate in sharing and val-
idating information.4

The majority (91%) of respondents said
they believe blockchain will be either
critical or important to their firm’s future,
while 48% said it will fundamentally
transform the industry.
For example, 48% of respondents believe blockchain will add to their current operating models
without drastically changing them. Similarly, 41% of respondents said their firm plans to replace
some parts of the legacy system to enable blockchain adoption, and 23% said they were looking
for a hybrid solution that retains the legacy system as-is. Firms that integrate blockchain with
existing processes and systems will be able to quickly implement new blockchain solutions.
While some firms are taking the lead on developing blockchain applications with real-world potential,
most are continuing to experiment. But firms cannot afford to wait for the fragmented blockchain
landscape to converge and business applications to become more clear. Fast action is needed to
address the significant strategic, operational and cultural changes required to succeed. Moving for-
ward will require working with broad cross-functional teams to explore detailed use cases and identify
the necessary steps for moving these to market.
Even now, blockchain is rewriting the rules of competition. Firms that lag behind in applying block-
chain to their business will find themselves unable to catch up with traditional competitors or fintech
startups that have acted quickly to position themselves in blockchain-enabled financial markets.
BLOCKCHAIN: A GAME-CHANGING TECHNOLOGY
First used in 2009 for the digital cryptocurrency Bitcoin, blockchain technology will have an enor-
mous impact on the financial services industry. Banks and other financial services firms will use
blockchain to reduce expenses, identify new markets and compete effectively with fintech startups
and other nontraditional players. Blockchain also poses the threat that some traditional players will
be disintermediated in financial markets. The fundamental changes that will occur put the financial
services industry at the forefront of the blockchain revolution.
In our study, 91% of respondents said they believe blockchain will be either critical or important to
their firm’s future, while 48% said it will fundamentally transform the industry. Roughly half of respon-
dents reported that their firm has 11 or more professionals on their blockchain team (see Figure 1, next
page).
Senior executives were most bullish on blockchain’s impact, with 57% expecting it will fundamentally
transform their industry compared with 39% of senior managers. While senior executives have a
vision for what blockchain can achieve, managers on the front lines may have a greater appreciation
for the significant challenges that must be addressed to make that vision a reality.

| Financial Services: Building Blockchain One Block at a Time8
Blockchain can help the industry address many of its pain points, and respondents said they expect it
to yield important benefits, including improved data management (47%), transparency (46%), risk
management (40%), speed of digitization (39%) and streamlining of processes (39%) (see Figure 2).
Among many potential applications, the Spanish bank BBVA used the Ripple distributed ledger plat-
form to reduce the time needed to transfer money internationally from four days to seconds.5
In trade
Top Expected Benefits
Respondents believe blockchain will address many industry pain points, especially data
management and transparency.
47%
46%
40%
39%
39%
38%
37%
32%
32%
32%
30%
28%
26%
20%
11%
4%
0% 10% 20% 30% 40% 50%
Improved data management
Greater transparency
Improved risk management
Increased speed of digitization
Streamlining of processes (process automation)
Cost efficiencies
Heightened security
Improved compliance
Faster settlement time
Improved liquidity
Lower transaction costs
Fewer back-office tasks
Improved record keeping
Reduced infrastructure burden
Reduced fraud
Improved auditing
Note: Multiple responses allowed.
Figure 2
Blockchain Team Size
Roughly half of respondents reported that their firm has 11 or more professionals on their blockchain team.
Wealth management firm
Universal bank
Money transfer company
Investment bank
Custodian bank
Card processor
Brokerage firm
Asset management company
Card association
(Visa, MasterCard, etc.)
Retail bank (including commercial
and private banking)
0% 20% 40% 60% 80%
11-15 people1-5 people 16-20 people More than 20 people
100%
11%
16%
36%
8%
28%
BLOCKCHAIN TEAM SIZE - ALL BLOCKCHAIN TEAM SIZE - BY ORGANIZATION TYPE
More than
20 people
11-15
people
1-5
people
6-10
people
16-20 people
6-10 people(percentages don’t add to 100% due to rounding)
Figure 1

finance, blockchain could improve workflows and reduce costs by issuing bills of lading and letters of
credit as digital assets on the network and using smart contracts to execute automatically once its
terms have been met.
Increasing Efficiency and Reducing Costs
The increased efficiency from blockchain-enabled processes could save the banking and financial ser-
vices industry up to $20 billion in annual infrastructure costs for cross-border payments, securities
trading and regulatory compliance.6
Ninety-five percent of respondents said the technology will improve
regulatory compliance, including 49% who said it will improve it to a large extent. Virtually all respon-
dents (98%) said blockchain will save their firm money, with 39% expecting savings of more than 5%.
The vast majority of respondents (90%) said their firm has
identified or is in the process of identifying functions or processes
that can be automated with blockchain, and three-quarters
said they expect the technology will eventually allow them to
automate 2.5% or more jobs at their company.
Automation may account for much of the savings. The vast majority of respondents (90%) said their
firm has identified or is in the process of identifying functions or processes that can be automated
with blockchain, and three-quarters said they expect the technology will eventually allow them to
automate 2.5% or more jobs at their company.
For example, we recently worked with a leading U.S. commercial bank that faced the challenge of having
multiple subsidiaries, each with different enterprise systems that frequently needed to share general
ledger postings with each other. The bank sought to eliminate manual intervention and automate settle-
ment and reconciliation of transfers between its subsidiaries in real time using smart contracts supported
by blockchain. The project created a complete end-to-end solution to achieve these objectives, using
Ethereum to store general ledger balances and Factom to store settled general ledger postings.
In another project, we assisted a large U.S. commercial bank to streamline its mortgage process using
Ethereum smart contracts to transfer title deeds automatically between sellers and buyers, and main-
tain the information on the transaction without the need for a centralized solution. The project
demonstrated how smart contracts can be leveraged to improve efficiency of multi-signer title deed
transfer processes.
The benefits included minimizing manual interventions, improving security and transparency by stor-
ing title deeds on a decentralized ledger, and creating an immutable record of title ownership and any
changes to a property.
Creating New Business Opportunities
Blockchain networks will also create new revenue opportunities in several ways:
• Open new markets that are currently underserved, such as in emerging markets and for less
credit-worthy consumers in developed markets. Currently, it’s difficult to obtain information on
these customers and for them to interact with financial institutions. Look for new banking, lending
and international payment options to develop around the globe.

• Improve customer experience and increase opportunities for cross-selling and retaining rev-
enue. For example, the due diligence required to comply with know-your-customer (KYC) regulatory
requirements currently takes an average of 24 days, which represents a lost opportunity of up to
$25,000 per customer in cross-selling revenue. If banks were to share their KYC data on a block-
chain network, they could onboard new customers more quickly, as well as slash due diligence
costs and reduce risk.
• Create entirely new business models over the long term. For example, by applying blockchain
technology to a KYC solution, banks can more easily share credentials and turn a portion of the
business that has historically been a cost center into a profit center.
Reflecting these opportunities, roughly three-quarters of respondents predicted revenues for their
firm will grow by more than 5% by adopting blockchain. Again, senior executives were significantly
more optimistic, with 51% expecting revenue growth of more than 10%, compared with just 23%
among senior managers.
Only about half of respondents (48%) said their firm has defined
a blockchain strategy, and just 39% said their organization has
created the required internal policies and governance.
But while blockchain will create new revenue opportunities, it also has the potential to create winners
and losers. Roughly two-thirds of respondents are concerned that the disintermediation facilitated by
blockchain will have either a significant or moderate adverse impact on their firm.
In a future of decreased infrastructure costs for conducting financial transactions, the barriers to entry
in financial markets will fall, democratizing and commoditizing some traditional services. Firms that can
move quickly on blockchain to realize a cost advantage while successfully providing value-added ser-
vices will succeed. Moving too slowly introduces the risk of being usurped by technology providers
offering financial utility models.
DEVELOPING A STRATEGY IN THE FACE OF UNCERTAINTY
Blockchain will disrupt traditional financial business models while also setting higher standards for
efficient operations, and firms need to recognize the new competitive landscape that is emerging.
Simply implementing blockchain technology does not provide a competitive advantage in and of itself,
as the infrastructure and application are shared and thus are commodities.
Instead, competitive advantage can only be secured when firms leverage and integrate the blockchain
application better than competitors do on the same platform. Alternatively, competitive advantage
can occur across a value chain on which the shared infrastructure provides a lower-cost footprint than
a competitor’s value chain does. Firms need to design their business strategy to take advantage of the
new capabilities available and devise a response as traditional business models are disrupted.
Consider retail at the advent of the Internet. A retailer would have had to recognize that the Internet
was not simply another sales channel, but instead see how e-commerce would fundamentally shift its
relationship with customers, as well as upend traditional business models. Similarly, financial
institutions should recognize that blockchain will commoditize many of the transactional aspects of

their business and alter how they differentiate in the market. No longer will a transactional customer
relationship be sufficient, and financial firms must move up the value chain and compete on value-
added services.
Although executives know that blockchain will be important to their future success, many firms have
not developed a strategy to move forward. Only about half of respondents (48%) said their firm has
defined a blockchain strategy, and just 39% said their organization has created the required internal
policies and governance.
Further, a blockchain strategy assumes that a firm has identified the functional areas and business
processes that could be affected by the technology, yet only 42% of respondents said their organiza-
tion has completed such an assessment. Clearly, most firms have much more work to do.
Card processing companies are furthest along, with 65% of respondents at these firms reporting they
have defined a strategy, which may be the result of experimentation with Bitcoin. In contrast, con-
cerns over the speed and scale of blockchain networks may explain why only about 20% of respondents
at brokerage firms reported having a strategy.
There are many practical and strategic reasons for moving quickly:
• Road-testing new processes before committing significant resources will enable quicker rollout
with less risk.
• Developing required capabilities in business processes and technology systems will provide a
greater ability to respond flexibly to future changes in blockchain networks.
• Gaining experience in collaborating with partners in blockchain networks.
• Influencing how network governance will be structured. Any firm that has not made plans to
work on blockchain outside its own walls needs to reassess its pace.
Developing a blockchain strategy should not be seen as a technical issue, driven by IT. The internal
barriers to adoption cited most often by respondents relate to business and strategic issues, such as
understanding blockchain and use cases (53%), as well as communicating blockchain to key decision
makers (50%) (see Figure 3, next page). Launching and evaluating blockchain projects should be a
strategic conversation that includes senior executives and stakeholders from throughout the organi-
zation. (For more guidance on developing a blockchain strategy, see Quick Take, page 13.)
Card processing companies are furthest along, with
65% of respondents at these firms reporting they
have defined a strategy, which may be the result of
experimentation with Bitcoin. In contrast, concerns
over the speed and scale of blockchain networks
may explain why only about 20% of respondents at
brokerage firms reported having a strategy.

Developing a blockchain strategy should not
be seen as a technical issue, driven by IT.
When business stakeholders are not involved in blockchain projects from the get-go, implementation
can be delayed, and buy-in can suffer. While a proof of concept or pilot shows how the technology
works, a more important goal is learning whether a blockchain solution is optimal for the business
problem, as well as how its implementation will change the organization and its strategy.7
Firms dras-
tically underestimate the substantial challenges of managing the changes that blockchain will require,
with only 6% of respondents citing culture and change management as a top barrier to blockchain
adoption. (For more insights, see the “Creating a Culture of Collaboration” section, page 19.)
Evaluating cost benefits of use cases is a top internal barrier to blockchain adoption, cited by half of
the study respondents. To overcome this hurdle, it’s best to see blockchain as a strategic imperative
rather than a cost-benefit equation. Firms may not be able to precisely determine the benefits of a
project at the outset because many outcomes will be strategic in nature. However, they should work
to specify the objectives they want to achieve so they can judge success.
To ensure that trials and pilot projects can translate successfully into live production applications,
it’s important to create a dialog with diverse stakeholders on strategy and results. The iterative
learning that comes with experimentation can go a long way toward building buy-in throughout all
levels of the organization.
Top Internal Barriers to Adoption
The most often cited internal barriers to adoption were business and strategic in nature, such as
understanding blockchain and communicating what it is to key decision makers.
0% 20% 40% 60%
Understanding blockchain and use cases
Communicating blockchain to key decision makers
Evaluating cost-benefits of use cases
Uncertainty around time needed to start reaping benefits
Other technology investments taking priority
Reengineering business process
Understanding legal and compliance issues
Procuring talent and expertise
Ensuring data security
Gaining buy-in from organizational leaders and
internal divisions such as compliance, IT, etc.
Securing budgets
Integrating legacy systems with
existing enterprise architecture
Culture and change management
53%
50%
50%
43%
43%
41%
40%
40%
38%
37%
35%
22%
6%
Figure 3

QUICK TAKE
Developing an Effective Blockchain Strategy
Financial services firms need to develop a cohesive blockchain strategy, rather than
taking on projects in a piecemeal fashion. The following considerations can help them
move forward on the best path toward a blockchain strategy:
• Develop a cross-functional team with a business sponsor to drive the strat-
egy. Rather than emanating from IT, blockchain projects should be designed to
address specific business problems or opportunities, and business stakeholders
should be involved from the outset.
• Set clear goals. Assess whether blockchain is well suited to the business issue
being addressed, and clearly specify the objectives that will be achieved.
• Don’t wait until costs and benefits are clear. Learning will be iterative, and
costs and benefits may only become defined more clearly as the project pro-
gresses. In addition, many reasons to move forward are strategic in nature and
cannot be quantified at the outset.
• Stay flexible. Recognize that blockchain is still in the early stages of develop-
ment; innovation will continue, and the infrastructure will evolve.
• Explore a variety of platforms, including both permissioned and permission-
less. For each use case, choose a platform based on how well it is tailored to the
business need, not the one that’s getting the most market attention.
• Don’t expect to retain as-is business processes and technology systems.
Examine current processes and systems to determine if they need to be rede-
signed to fully leverage blockchain capabilities.
• Gain experience collaborating with other firms. Don’t underestimate the
importance – and challenge – of managing the people side of change to create a
culture of collaboration. Work with industry partners on blockchain projects and
assess the obstacles in working successfully with external organizations.
• Focus on blockchain projects with real-world potential. The risk of doing noth-
ing is greater than the risk of doing the wrong thing.

QUICK TAKE
Japanese Megabank Expands
Blockchain Investment after
Successful Trials
Mizuho Financial Group, one of Japan’s largest banks, is an early adopter of blockchain.
We partnered with Mizuho to develop a blockchain solution for sharing sensitive doc-
uments among its subsidiaries around the world. We also helped test how blockchain
could enable the bank’s subsidiaries to tokenize internal money transfers, eliminating
the need for cumbersome and manual data reconciliation.
For Mizuho, the trials confirmed that blockchain can create an effective platform for
information sharing among multiple group companies, resulting in potential cost sav-
ings and enhanced usability.8
The solution was designed using Ethereum for smart contracts, BigchainDB for decen-
tralized storage and Interplanetary File System (IPFS) for decentralized file transfer. In
addition to meeting the business need, the project helped Mizuho understand how to
leverage the different strengths of platforms to build an overall solution.
In April 2017, Mizuho announced it would work with us to use Corda, the open source
distributed ledger platform developed by R3, to digitize trade documents such as letters
of credit and bills of lading. The goals are to reduce fraud, optimize the speed and effi-
ciency of transactions and enhance visibility for all parties involved in trade finance.9

SELECTING THE RIGHT PLATFORM
The future of the blockchain ecosystem is still in flux, and there is no clear consensus on what shape
it will take. When asked who they believe is likely to govern the blockchain network in their industry,
47% of respondents said a consortium would play that role, 26% said a third party, such as a start-up,
19% said an existing organization within the industry, and 8% said a public network such as Ethereum
or Bitcoin (see Figure 4).
Respondents agreed that both public and private blockchain networks will gain importance rapidly,
with 86% indicating that public (i.e., permissionless) blockchains will gain prominence within the next
five years, and 80% saying the same about private (i.e. permissioned) blockchains (see Figure 5).
Blockchain platforms are characterized by a strong network effect, meaning that the value of the
platform grows with each additional user and/or company participant. This trend generally leads to
market consolidation around a small number of players. However, given the different market needs
stemming from use-case-specific regulation and industry-specific performance requirements, it is
unlikely that one blockchain network will dominate the industry.
Future Governance
Most respondents believe a consortium will form to govern blockchain networks.
A consortium will form and successfully govern the network.
A third-party (e.g., a start-up) will emerge to govern the
network, and participa.nts will join.
An organization within the industry will develop the platform
that everyone will join.
It will likely be established around a public network
like Ethereum or Bitcoin network.
47%
26%
19%
8%
Figure 4
Timeframe for Blockchain to Gain Prominence
Respondents agreed that both public and private blockchain networks will gain importance rapidly.
1-3 years
3-5 years
5-10 years
PUBLIC BC
Not sure Not sure
PRIVATE BC
5-10 years
1-3 years
3-5 years
6%
14%
44%
36%
40%
46%
8%
6%
Figure 5

Differentiation among public networks is already occurring; examples include Bitcoin’s strength as a
cryptocurrency and Ethereum’s in smart contracts. Hybrid models continue to emerge, such as the
efforts to build a corporate version of Ethereum with increased privacy functionality. Platform differ-
entiation is also emerging, with platforms optimized for smart contracts like Corda, Hyperledger and
Monax, and others optimized for asset transfer and provenance, such as Chain and MultiChain. We see
further differentiation occurring around industry-focused platforms such as Corda for banking and
financial services and Ripple for cross-border payments.
We believe consolidation will occur around a handful of platforms – both public and private – that will
co-exist based on market demand for differentiated features. Firms may use a public blockchain when
the priority is to make it easy for the greatest number of users to connect, and performance require-
ments, such as speed, are less important. On the other hand, private blockchains offer a number of
advantages, such as the ability to change the network’s rules, greater security and less costly trans-
actions because they only have to be verified by a few nodes.10
We believe consolidation will occur
around a handful of platforms, both public
and private.
Firms are taking a variety of approaches; 43% of respondents said their organization is planning to
adopt a permissioned blockchain (only for trusted participants), 37% said they prefer public block-
chain, and 15% said their firm is opting for private blockchain within the organizational firewall (i.e.,
between various departments). Respondents at credit card processors most often said that their firm
is planning to adopt an open blockchain (56%), while those at brokerage firms were more likely than
others to report that their firm is planning to adopt a permissioned blockchain open only to trusted
participants.
Given the uncertainty over which platforms will prevail, 86% of respondents said their firm is hesitant
to join a platform, including 39% who said they are very hesitant. For firms that see blockchain as
critical to their future success, the decision to join a platform brings a sense of greater potential risk.
Among these respondents, 55% said their firm is very hesitant to join or select a platform, compared
with only 17% for those who don’t believe blockchain is important to their future success.
Firms should analyze which platform is best suited for the business needs of each application. This
assessment should consider:
• Applicability. Does the platform possess features, such as smart contracts, that meet the needs of
the business use case?
• Capability. Does the technology meet the business requirements for privacy, security, scalability
and speed?

• Business risk. Does the platform create unacceptable levels of business risk? For example, firms
should consider whether a platform has reasonable long-term prospects, such as having gained
some traction and diverse developer support, and if there is vendor dependency, such as from
strict IP rights or platform lock-in.
Since it is unclear which platforms will be the eventual blockchain winners, firms should ensure they
are not “all-in” on any one platform. Seventy-eight percent of respondents said their firm is following
this approach and exploring four or more platforms, including 44% who said they are exploring seven
or more. The most common platforms are Bitcoin (49%), the original public blockchain Ethereum
(42%), which allows developers to build decentralized, private applications on top of its open source
platform and run smart contracts, and Ripple (41%).
We believe it is critical for firms to explore open frameworks because they influence the development
of the permissioned platforms. But firms are also asking for help in exploring permissioned platforms
such as Corda, Hyperledger Fabric, MultiChain and Monax, among others.
Employing the increasingly popular open source blockchain platforms can help avoid lock-in. However,
even blockchain technology companies that are using open source technology will try to lock in par-
ticipants in other ways, such as requiring the use of proprietary services or the need to make
substantial investments in infrastructure.
Interoperability among platforms will be a key issue going forward. If sharing data among blockchain
networks becomes easy, the market will support a greater number of platforms, decreasing the risk of
selecting the “wrong” platform. If not, a network that offers plug-and-play modules for various use
cases could ultimately dominate. Fifty-nine percent of respondents considered a lack of interoperabil-
ity to be one of the top external obstacles to blockchain adoption because it increases the risk of
committing to a platform (see Figure 6).
Blockchain’s External Challenges
Respondents are most concerned about privacy/security and scalability/latency challenges.
69%
69%
59%
58%
56%
56%
52%
50%
31%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Privacy and security
Scalability/latency
Interoperability between various blockchains
Creating standards
Legal and regulatory issues
Working with partners/ecosystem members
Monopolistic and anti-trust activities (which
can arise as consortia build private blockchains)
Token volatility
Lack of legal ecosystem to support smart contracts (checking
legal validity, safety of smart contracts, managing changes, etc.)
Figure 6

ADDRESSING PRIVACY/SECURITY AND SCALABILITY CONCERNS
When asked about the top external roadblocks to blockchain adoption, the two issues cited most often
were privacy/security and scalability/latency (each named by 69% of respondents) (see Figure 6,
previous page).
Privacy/Security
Most of the concerns regarding privacy and security result from permissionless blockchains such as
Bitcoin and Ethereum. Many financial services firms were introduced to blockchain through Bitcoin,
which is built on the principles of 100% data transparency and anonymity. However, firms don’t want
their data to become public, and in many cases, regulations restrict how customer data can be shared.
Much of the ongoing innovation in public blockchain platforms is designed to allow firms to limit
access to data.
Permissioned blockchains, on the other hand, provide firms with the ability to determine which par-
ticipants can access data. Among the innovations that permissioned blockchains have developed in
this area are:
• Channels. These allow peers to “subscribe” to what can be characterized as an independent chain
of blocks on which information is only available to peers with access to the channel.
• Node specialization. R3 uses the concept of notaries, which are specialized nodes that parties can
designate to validate the transaction and thus prevent double spend. The other nodes on the net-
work are not able to see any details of the transaction, and hence privacy is maintained.
While these innovations have not yet been tested at scale in live production, they are reducing privacy
and security concerns for permissioned platforms.
Despite concerns over privacy and security, the fact is that blockchain technology’s cryptography and
tamper-resistant design prevent data from being altered. Further, having data reside on a network
eliminates a single point of failure. Although problems can still occur at the endpoints where human
interaction occurs, these issues can be quickly identified and isolated.
The concerns over blockchain security can be compared to the fear of self-driving cars. People expect
self-driving cars to have a spotless safety record, and whenever one is involved in an accident, this is
cited as evidence that the technology is not safe. In fact, though, self-driving cars are expected to
substantially reduce the number of vehicle accidents, which are mostly the result of human error.11
As
with other technologies, it takes time for people to become comfortable with a new technology, which
we believe will also occur with blockchain.
Despite concerns over privacy and security, the fact is that
blockchain technology’s cryptography and tamper-resistant
design prevent data from being altered. Further, having data
reside on a network eliminates a single point of failure.

Scalability/Latency
While security concerns are being addressed, innovators are also working on the challenges of scal-
ability and latency. Ripple announced its Ripple Consensus Ledger that can handle nearly 1,000
transactions per second,12
and speeds will undoubtedly continue to increase. Financial services firms
should consider the speed required for their specific use cases. For example, certain capital market
transactions, which cannot tolerate even brief delays, may not be feasible until blockchain speeds
increase further. Current processing speeds, meanwhile, may be sufficient for applications that are
less time-sensitive, such as loan processing.
Platforms often tout scalability as a key feature, but firms should remember that these marketing
claims may not match reality. When testing speed, firms need to make sure they are assessing the
time required for the complete process, from transaction initiation through final confirmation. Some
platforms quote misleading speeds that don’t incorporate the entire lifecycle of the transaction.
Another factor to consider is the inherent trade-off between speed and security. Transaction times
become faster as a platform becomes more centralized; yet greater centralization means the platform
is less secure because of reliance on a trusted intermediary.
CREATING A CULTURE OF COLLABORATION
Blockchain’s greatest benefits will come from industry-wide networks. However, getting there at scale
may prove difficult in an industry that does not traditionally embrace collaboration. Roughly two-
thirds of respondents reported that their firm is working with external partners and with other
industry partners/competitors, but 56% cited working with partners/ecosystem members as one of
the top external obstacles to blockchain adoption.
Blockchain’s greatest benefits will come from
industry-wide networks. However, getting
there at scale may prove difficult – 56% of
respondents cited working with partners/
ecosystem members as one of the top external
obstacles to blockchain adoption.
Issues that present a “high” level of difficulty included establishing connectivity with partner systems
(50%), identifying and finalizing blockchain use cases (49%) and convincing partners to share exper-
imental data (45%) (see Figure 7, next page).
Perhaps even more important, collaborating successfully requires participants to have a network
mindset, where they are focused on growing the size of the pie and not simply on their own individual
slice of the market. With network-based markets, a firm can often increase its margins by including
competitors, which adds to the value of the network.
The rise of peer-to-peer (P2P) lending and money movement platforms provides an instructive exam-
ple. Banks could have collaborated more effectively to improve the efficiency of money movement.

Since banks were not able to collaborate to provide these channels, P2P money movement platforms
arose to fill this vacuum. In this case, banks may have given up the lucrative area of customer relation-
ship ownership to firms managing these P2P platforms while retaining the costly portions of
underwriting risk and managing money movement.
Nearly half of respondents (47%) said they believe a consortium of different firms will form to govern
the blockchain network in their industry. The collaborative industry projects underway include:
• R3: Formed by 80 of the world’s largest banks to manage agreements between regulated financial
institutions.13
• Enterprise Ethereum Alliance: Formed by 30 large corporations to create a private, open source
version of Ethereum for businesses to track financial data and contracts.14
• Hyperledger: A global open source collaborative effort, hosted by The Linux Foundation, which
was created to advance cross-industry blockchain technologies. The consortium includes leaders
in finance, banking, Internet of Things, supply chains, manufacturing and technology.
Firms will need to carefully manage the cultural change required to become comfortable collaborating
with customers, partners and competitors. Firms find it difficult to imagine sharing data with compet-
itors, given the many structural, cultural and regulatory barriers that have been put in place to prevent
this. Encouraging the desire to upend long-established practices won’t be easy in an industry that has
traditionally been conservative and risk-averse. Further, most firms don’t appear to recognize the
challenges of changing their accustomed ways of doing business. Only 6% of respondents cited cul-
ture and change management as a top internal barrier to adopting blockchain.
Difficulties in Working with External Partners/Stakeholders
Respondents reported difficulty with connecting with partner systems, identifying and finalizing
blockchain use cases and convincing partners to share experimental data.
49%
50%
45%
39%
39%
42%
45%
43%
38%
43%
43%
41%
6%
7%
17%
18%
18%
17%
0% 20% 40% 60%
Identifying and finalizing blockchain use cases
Establishing connectivity with partner sytems
Convincing partners to share experiment data
Choosing which blockchain platform to work on
Developing monetization approaches
Agreeing to a shared data model between
parties for use in the blockchain.
High Medium Low
Figure 7

Fifty-eight percent of executives said they
believe blockchain will significantly impact
their firm’s operating models. Yet, only
24% of executives rated their firm’s ability
to integrate blockchain with its existing
processes and systems as high.
Many firms even struggle to collaborate internally, and a first step is to develop blockchain projects
that require collaboration internally by different lines of business or functional areas. As firms gain
experience and comfort with blockchain-enabled solutions that integrate information across their
organization, they can begin to transfer the experience and knowledge gained to external projects.
Firms should also include cultural and process barriers as evaluative criteria in blockchain proofs of
concept that involve other organizations. In projects that involve partners, firms should focus less on
proving the technology and more on identifying policies, processes or cultural practices that limit or
restrict effective collaboration. In some cases, current regulations may present an obstacle to collab-
oration, but a good approach is to consider what could be achieved if these regulatory barriers were
eliminated or lessened in the future.
RETHINKING BUSINESS PROCESSES AND TECHNOLOGY SYSTEMS
Financial services firms anticipate that numerous blockchain use cases will be identified across cards
and payments, capital markets, banking and utilities (see Figure 8, next page). They also realize pur-
suing these use cases will require changes to the associated business processes and technology
systems. Fifty-eight percent of executives said they believe blockchain will significantly impact their
firm’s operating models, including business processes and technology systems. Yet, only 24% of exec-
utives rated their firm’s ability to integrate blockchain with its existing processes and systems as high,
while fully 44% said they do not even know their firm’s capabilities.
To fully exploit the technology’s potential, a firm should not simply clone its current business pro-
cesses onto a blockchain, which would only replicate existing inefficiencies. Instead, it should consider
the original intent and business purpose of its processes and take the opportunity to restructure and
streamline them by asking how they can be reimagined by leveraging blockchain. The rethink of busi-
ness processes should be conducted in tandem with an assessment of the changes required in
technology systems to take best advantage of blockchain solutions.
Although this is the longer-term vision, most firms are instead assessing how they can retrofit their
existing processes and legacy technology systems to support blockchain. They are looking to build
applications that address a business need but don’t require extensive changes to current processes
and systems. Forty-eight percent of respondents said they believe blockchain will add to their current
operating models without drastically changing them, while only 31% said blockchain will replace cur-
rent operating models with entirely new models. Executives at card processors (43%) and at money
transfer firms (43%) are more likely to expect that blockchain will replace existing operating models,
which is likely due to the possible effect of cryptocurrencies on their businesses.

Firms are taking a similarly incremental approach to their technology systems. Forty-one percent of
executives said their firm plans to replace some parts of the legacy system to enable blockchain adop-
tion, while 23% said their organization would pursue a hybrid solution that allows it to retain legacy
systems as-is but also deploy blockchain. Just 3% said they’d identified new blockchain solutions for
unaddressed problems or opportunities, such as creating an application on a fresh stack, as opposed
to focusing on integration with existing systems.
Firms that develop the ability to integrate blockchain with existing business processes and technology
infrastructures will benefit from the ability to quickly implement blockchain business applications.
Over the longer term, however, the greatest opportunities will come from fundamentally rethinking
operating models rather than simply layering blockchain on top of existing processes and systems.
Blockchain innovation teams are often limited by business sponsors who want to address shorter-term
business needs. However, firms should encourage their innovation teams to engage with corporate
development and corporate strategy to introduce a longer-term view of the technology’s potential
(see Figure 8). As firms begin to see the benefits that blockchain can deliver, they will likely begin to
make more fundamental changes to their operating models to unlock more value.
Wide Variety of Use Cases
Potential applications of blockchain span the financial services gamut and
may be re-prioritized over time.
Line of Business Top Current Use Cases Top Future Use Cases
Cards & Payments 51% International payments
46% Inter-bank settlements
39% Cryptocurrencies
47% Inter-bank settlements
42% Cross-currency transactions
39% Micropayments
31% Loyalty programs/gift cards
Capital Markets 37% Repurchase agreements
37% Smart bonds
37% Equity issuance
37% Smart bonds
41% Equity issuance
39% OTC derivatives
30% Shareholder voting
Banking 39% Automotive finance
36% Mortgage lending
35% Trade finance
41% Automotive finance
37% Supply chain financing
35% KYC processing
Utilities 40% Document management
40% Asset digitization
39% Bill payment
45% Asset digitization
40% Bill payment
38% Document management
38% Contract management
Figure 8

While it’s important for firms to move
aggressively on blockchain, they should do
so with their eyes wide open. Blockchain’s
potential is enormous, but so is the hype.
Blockchain networks are competing for
members, and each is trying to position itself
as the ultimate winner.
LOOKING FORWARD
The stakes of blockchain are too high for financial services firms to take a wait-and-see approach.
Blockchain technologies promise to dramatically streamline operations and reduce costs, while open-
ing up new revenue opportunities and markets.
While early adopters are moving into blockchain production, most of the industry remains in a planning
and experimental phase. Yet, there is only so much that a lab can prove. Firms should not only run trials
internally but also place a priority on conducting them through engagements with outside organizations.
Financial services firms need to define a business strategy that takes into account the substantial
expected impacts of blockchain. They also need to codify their approach to this technology, including
identifying the areas in their organization where it will have the greatest impact. Moving from pilot to
production will require firms to assess the necessary changes to business processes, technology sys-
tems and the organizational culture, as well as where they will need additional expertise and
partnerships.
While it’s important for firms to move aggressively on blockchain, they should do so with their eyes
wide open. Blockchain’s potential is enormous, but so is the hype. Blockchain networks are competing
for members, and each is trying to position itself as the ultimate winner. Which platforms will survive
as the fragmented blockchain market converges is still to be determined, so firms should focus on
selecting the platform for each use case that provides the capabilities needed, while minimizing busi-
ness risk. Organizations can further reduce risk by avoiding commitment to a single network and
gaining experience with multiple platforms, especially those with open source technology.
Firms should determine today how blockchain fits into their 2020 roadmap and ensure that their
projects have a clear trajectory that can take them from the lab into the real world. Firms that remain
stuck in the planning phase face the prospect of being left behind as their more aggressive competi-
tors capture an impregnable first-mover advantage.

FOOTNOTES
1 In this report, “senior executives” are respondents with C-suite or vice-president titles; “senior managers” are respondents
with the title of director, senior manager or asset manager.
2 A popular advertising slogan coined by Sun Microsystems’ executive John Gage, https://en.wikipedia.org/wiki/John_Gage.
3 Smart contracts are not unique to blockchain, but they are greatly enhanced by blockchain networks.
4 For more information on how blockchain works, please see our report “Demystifying Blockchain,” Cognizant, 2017, https://
www.cognizant.com/whitepapers/demystifying-blockchain-codex2199.pdf.
5 Samburaj Das, “BBVA Uses Ripple Blockchain for Spain-Mexico Money Transfer in Seconds,” Cryptocoins News, April 28, 2017,
https://www.cryptocoinsnews.com/bbva-ripple-money-transfer/.
6 Yessi Bello Perez, “Santander: Blockchain Tech Can Save Banks $20 Billion a Year,” CoinDesk, June 16, 2015, http://www.coin-
desk.com/santander-blockchain-tech-can-save-banks-20-billion-a-year.
7 For more information on getting started with blockchain, see Cognizant’s 2016 report “Blockchain: Instead of Why, Ask Why
Not?” https://www.cognizant.com/whitepapers/Blockchain-Instead-of-Why-Ask-Why-Not-codex1973.pdf.
8 “Completion of Blockchain Technology and Mizuho Digital Current Trials,” Mizuho Financial Group, Inc. and Cognizant Japan
KK, Feb. 23, 2017, https://www.mizuho-fg.com/release/pdf/20170223release_eng.pdf.
9 “Mizuho Financial Group Partners with Cognizant to Develop a Distributed Ledger Solution for More Efficient and Secure Trade
Finance,” Cognizant, April 25, 2017, http://investors.cognizant.com/2017-04-25-Mizuho-Financial-Group-Partners-with-Cogni-
zant-to-Develop-a-Distributed-Ledger-Solution-for-More-Efficient-and-Secure-Trade-Finance.
10 Vitalek Buterin,“On Public and Private Blockchains,” Ethereum blog, August 7, 2015, https://blog.ethereum.org/2015/08/07/
on-public-and-private-blockchains/.
11 “Driverless Cars Could Reduce Traffic Fatalities by Up to 90%, Says Report,” Science Alert, October 2015, https://www.scien-
cealert.com/driverless-cars-could-reduce-traffic-fatalities-by-up-to-90-says-report.
12 Warren Anderson, “Ripple Consensus Ledger Can Sustain 1,000 Transactions per Second,” Ripple blog, Feb. 28, 2017, https://
ripple.com/dev-blog/ripple-consensus-ledger-can-sustain-1000-transactions-per-second/.
13 David Rutter, “When Is a Blockchain Not a Blockchain?” R3cev.com blog, Feb. 24, 2017, http://www.r3cev.com/blog/2017/2/24/
when-is-a-blockchain-not-a-blockchain.
14 Nathaniel Popper, “Business Giants to Announce Creation of a Computing System Based on Ethereum,” The New York Times,
Feb. 27, 2017. https://www.nytimes.com/2017/02/27/business/dealbook/ethereum-alliance-business-banking-security.html.
The Cognizant Research Center (CRC), led by Director Anand Chandarmouli, conducted this survey
and analyzed the findings in collaboration with Cognizant’s Blockchain and Distributed Ledger Con-
sulting Practice. Key contributors include: Rashi Goyal, Manager, Blockchain and Distributed Ledger
Practice; Gagan Jain, Manager, Blockchain and Distributed Ledger Practice; Marie Leaf, Consultant,
Blockchain and Distributed Ledger Practice; and Chayan Keshari, Chief Architect, Blockchain and
Distributed Ledger Practice.
The authors would like to also thank CRC research analysts Akhil Tandulwadikar, Vinaya Kumar Myla-
varapu and Sanjay Fuloria, as well as Reshma Trenchil, a Senior Manager in Cognizant’s Thought
Leadership program, for their insightful contributions to this research report.
Acknowledgments

We conducted an online survey among 1,520 individuals familiar with blockchain from 578 financial
services firms from January through early March 2017. When asked to describe their level of under-
standing blockchain, 29% described themselves as expert, 43% as proficient, 20% as competent and
8% as beginner or novice.
Roughly, 33% of respondents are from North America, 46% are from Europe, and 21% are from Asia
Pacific. Respondents work in a variety of industry segments, including money transfer companies
(24%), card associations (19%) and retail banks (17%) (see Figure 9).
Respondents have the following titles: 12% C-suite, 24% vice-president, 29% director, 26% senior
manager and 8% asset manager. In our analysis, we refer to respondents with C-suite or vice-presi-
dent titles as “senior executives” (36% of total sample), while respondents with the title of director,
senior manager or asset manager are called “senior managers” (64%).
Respondents work in the following functional areas: 21% in IT, 21% in operations, 21% in R&D/innova-
tion, 17% in compliance and security, 17% in strategy and 3% in legal.
Methodology
Industry Segments Represented
Which of the following best describes your organization?
Wealth management firm
(percentages don’t add to 100% due to rounding)
Asset management firm
Brokerage firm
Custodian bank
Retail bank (including commercial and private banking)
Universal bank
Money transfer company
Card association (Visa, MasterCard, etc.)
Card processor
Investment bank
24%
19%
17%
9%
8%
6%
5%
5%
5%
4%
4%

Lata Varghese is a Cognizant Assistant Vice-President who leads the company’s
cross-industry Blockchain and Distributed Ledger Practice. In this role, she
oversees the practice’s efforts in providing business and technology consulting and
implementation services related to the blockchain and distributed ledger suite of
transformative technologies. Lata’s expertise resides in business consulting, go-to-
market, alliances and partnerships, as well as thought leadership creation. Her
focus is on helping clients explore innovative shared infrastructure platforms and
solutions that can be enabled by blockchain. Lata has over 20 years of consulting
and technology service expertise in the banking and financial services industry and
brings wide and varied experience across multiple geographies and services. She
obtained her bachelor’s degree in electrical engineering from the National Institute
of Technology Calicut and an MBA from Xavier Institute of Management. Lata can
be reached at Lata.Varghese@cognizant.com | https://www.linkedin.com/in/lata-
varghese-06821a1/.
ABOUT THE AUTHORS
Manish Tomer is a Director within Cognizant’s Blockchain and Distributed Ledger
Consulting Practice. A thought leader and strategist with 13-plus years of experi-
ence in the banking and financial services business and technology spaces, Manish
provides out-of-the-box thinking and exceptional problem-solving skills to clients
seeking competitive advantage. In his current role, he leads a team of blockchain
consultants for use case identification, solutions design and implementation across
the capital markets, trade finance, KYC, corporate lending and payments sectors. In
the blockchain space, Manish has experience with Corda, Hyperledger Fabric, Ethe-
reum, Chain, consensus algorithms and smart contracts. Manish is also a certified
data scientist and is credentialed in big data, design thinking, cryptocurrencies and
financial risk management. Manish holds an MBA in finance from IIM Lucknow and
a bachelor’s degree in computer science from NIT Allahabad. He can be reached at
Manish.Tomer@cognizant.com | https://www.linkedin.com/in/manish-tomer-frm-
48541a1 | @manishtomer21.
Fletcher McCraw is a Senior Consultant in Cognizant’s Blockchain and Distributed
Ledger Consulting Practice. He brings five years of consulting experience in the
healthcare and financial services industries. In his current role, Fletcher advises cli-
ents across industries on their blockchain strategy, use case assessments and best
practices. Fletcher also manages the team’s partnerships with start-ups, trade asso-
ciations and other technology companies. He can be reached at Fletcher.McCraw@
cognizant.com | https://www.linkedin.com/in/fletchermccraw | @FletchMccraw.
Lata Varghese
AVP & Leader, Cognizant
Blockchain and Distributed
Ledger Consulting Practice
Manish Tomer
Director, Cognizant
Fletcher McCraw
Senior Consultant, Cognizant

© Copyright 2017, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means,electronic,
mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All
other trademarks mentioned herein are the property of their respective owners.
TL Codex 2742.02
ABOUT COGNIZANT’S BLOCKCHAIN AND DISTRIBUTED LEDGER PRACTICE
Cognizant’s Blockchain and Distributed Technologies Practice offers advisory, consulting and blockchain implementation services to organi-
zations across industries. We uniquely bring together deep industry experience, extensive blockchain technical expertise, and intimate
knowledge of the enterprise IT environment to guide our clients’ journeys from prototype and pilot through production. Our collaboration
with the industry’s leading lights, combined with hands-on expertise with both open source and proprietary frameworks, gives us the busi-
ness and technological capabilities to assist organizations industry-wide in their efforts to make blockchain a value-yielding and dependable
shared infrastructure solution across the extended enterprise. For more information, please visit www.cognizant.com/blockchain.
ABOUT COGNIZANT BANKING AND FINANCIAL SERVICES
Cognizant’s Banking and Financial Services business unit, which includes consumer lending, commercial finance, leasing insurance,
cards, payments, banking, investment banking, wealth management and transaction processing, is the company’s largest industry seg-
ment, serving leading financial institutions in North America, Europe and Asia- Pacific. These include 17 of the top 20 North American
financial institutions and nine out of the top 10 European banks. The business unit leverages its deep domain and consulting expertise to
provide solutions across the entire financial services spectrum, and enables our clients to manage business transformation challenges,
drive revenue and cost optimization, create new capabilities, mitigate risks, comply with regulations, capitalize on new business oppor-
tunities, and drive efficiency, effectiveness, innovation and virtualization. Learn how Cognizant helps clients lead with digital at
cognizant.com/banking-financial-services or follow us @Cognizant.
ABOUT COGNIZANT
Cognizant (NASDAQ-100: CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and
technology models for the digital era. Our unique industry-based, consultative approach helps clients envision, build and run more innova-
tive and efficient businesses. Headquartered in the U.S., Cognizant is ranked 230 on the Fortune 500 and is consistently listed among the
most admired companies in the world. Learn how Cognizant helps clients lead with digital at www.cognizant.com or follow us @Cognizant.
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