Assesment - Sofka US

Complete the following information to start the assessment

Does the organization have a formal data management strategy?

Yes No

Does the organization have an implemented data governance program?

Yes No

Are data collected, stored, and managed centrally?

Yes No

Are data used for making operational decisions?

Yes No

Are data used to improve process efficiency?

Yes No

Does the organization have a clear vision of how data can help the company achieve its objectives?

1: There is no clear vision of how data can help the company achieve its objectives. 2: There is a clear vision of how data can help the company achieve some objectives, but not all. 3: There is a clear vision of how data can help the company achieve most of the objectives. 4: There is a clear vision of how data can help the company achieve all objectives. 5: There is a clear vision of how data can help the company achieve all objectives, and it is effectively communicated throughout the organization.

Are data used to make strategic decisions?

1: Data are not used to make strategic decisions. 2: Data are used to make some strategic decisions but not systematically. 3: Data are used to make most strategic decisions but not all. 4: Data are used to make all strategic decisions. 5: Data are used to make all strategic decisions and are used to identify growth opportunities.

Is the organization investing in the development of advanced analytics capabilities?

1: The organization is not investing in the development of advanced analytics capabilities. 2: The organization is investing in the development of some advanced analytics capabilities, but not significantly. 3: The organization is investing in the development of most advanced analytics capabilities. 4: The organization is investing in the development of all advanced analytics capabilities. 5: The organization is investing in the development of all advanced analytics capabilities and is achieving significant results.

Does the organization use advanced analytics to generate new products, services, or business models?

1: The organization does not use advanced analytics to generate new products, services, or business models. 2: The organization uses advanced analytics to generate some new products, services, or business models, but not systematically. 3: The organization uses advanced analytics to generate the majority of new products, services, or business models. 4: The organization uses advanced analytics to generate all new products, services, or business models. 5: The organization uses advanced analytics to generate all new products, services, or business models, and these have had a significant impact on the business.

Does the organization use advanced analytics to improve the customer experience?

1: The organization does not use advanced analytics to improve the customer experience. 2: The organization uses advanced analytics to improve the customer experience in some aspects but not significantly. 3: The organization uses advanced analytics to improve the customer experience in most aspects. 4: The organization uses advanced analytics to improve the customer experience in all aspects. 5: The organization uses advanced analytics to improve the customer experience in all aspects and has had a significant impact on customer satisfaction.

Does the organization use advanced analytics to reduce risks and make better decisions?

1: The organization does not use advanced analytics to reduce risks and make better decisions. 2: The organization uses advanced analytics to reduce risks and make better decisions in some aspects but not systematically. 3: The organization uses advanced analytics to reduce risks and make better decisions in the majority of aspects. 4:The organization uses advanced analytics to reduce risks and make better decisions in all aspects. 5:The organization uses advanced analytics to reduce risks and make better decisions in all aspects and has had a significant impact on reducing losses and increasing profits.

Are data used to make high-impact decisions?

1: Data are used to make some high-impact decisions, but not systematically. 2: Data are used to make most high-impact decisions. 3: Data are used to make all high-impact decisions. 4: Data are used to make all high-impact decisions, and they have had a significant impact on the business. 5: Data are used to make all high-impact decisions, and they have had a significant impact on the business, creating a competitive advantage.

2: Are data used to generate a significant ROI?

1: Data are not used to generate a significant ROI. 2: Data are used to generate a modest ROI. 3: Data are used to generate a significant ROI. 4: Data are used to generate a very significant ROI. 5: Data are used to generate a transformative ROI that has revolutionized the business.

Is the organization using data to create a competitive advantage?

1: The organization is not using data to create a competitive advantage. 2: The organization is using data to create a modest competitive advantage. 3: The organization is using data to create a significant competitive advantage. 4: The organization is using data to create a very significant competitive advantage. 5: The organization is using data to create a transformative competitive advantage that has allowed the company to lead the market.

Is the organization committed to data-driven transformation?

1: The organization is not committed to data-driven transformation. 2: The organization is committed to data-driven transformation, but not systematically. 3: The organization is committed to data-driven transformation and has established an action plan to achieve it. 4: The organization is committed to data-driven transformation and has made significant progress. 5: The organization is committed to data-driven transformation and has achieved a transformative change in how it operates.

Is the organizational culture aligned with the data-driven vision?

1: The organizational culture is not aligned with the data-driven vision. 2: The organizational culture is partially aligned with the data-driven vision. 3: The organizational culture is aligned with the data-driven vision. 4: The organizational culture is strongly aligned with the data-driven vision. 5: The organizational culture is completely aligned with the data-driven vision.

Is the organization sharing its knowledge and best practices with other companies?

1: The organization is not sharing its knowledge and best practices with other companies. 2: The organization shares some knowledge and best practices with other companies, but not systematically. 3: The organization systematically shares knowledge and best practices with other companies. 4: The organization is a leader in sharing knowledge and best practices with other companies. 5: The organization is a model for other companies in sharing knowledge and best practices.

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Challenge
Collecting and integrating data from various sources within the company.

Achievement
Optimized operation with a high performance to process claims efficiently, mitigate errors, delays and dissatisfied customers.

Case study

The way we work with integrations in the finance industry

Adapting traditional banking services to meet the changing demands of the current market in transition to digital banking.

Our approach involves transforming existing banking services through the application of an “APIfication” strategy, enabling seamless integrations and facilitating future evolutions. We embrace a collaborative approach, leveraging a multifunctional team of professionals specialized in different technologies, all working towards a common goal.

We achieved:

The access of new markets through easy integration.
Improve the customer and partner experience.

Case study

Our app development in the insurance sector

We had a big challenge: to implement a system for visit management, medication application and sample collection for hospitalized medical patients at home.

We created a solution that allows scheduling the logistics of visits, the collection of sample data in the field through mobile devices and the collection of important information on the status of patients. Given the complex of this solution, a reactive architecture was implemented to support the variation in the use of the application, which faced peaks of use with a very good response time during the Covid19 pandemic.

Our client achieved: Efficiency in the planning of routes and visits executed by the medical units. Possibility of collecting information in the field Efficiency in resource management with an elastic infrastructure that grows and shrinks according to use and demand.

Case study

We change the traditional banking to a digital one!

To enhance the provision of services to customers in a more efficient and flexible manner, overcoming the limitations of traditional banking core systems.

We proposed the implementation of a Minimum Viable Product (MVP) for Digital Banking, utilizing the MAMBU core as the financial product platform.

This involved customizing the capabilities of the new core to align with the specific requirements of the bank and comply with Ecuadorian legislation.

Additionally, we recommend forming a dedicated SWAT team comprising essential roles such as a Project Manager, developers, and test automation experts to ensure seamless integration with the new core.

We enhanced customer and partner experience, resulting in improved satisfaction levels.

Case study

How does Sofka strengthened a digital wallet for one of the most important finance groups in Colombia?

A digital account that can be loaded with your own money and through which transfers can be made, and money can be received using the mobile phone number. ¡We make it simple and real!

Accelerating the transformation of the platform to offer financial services to the final clients, businesses, and partners (Banking as a Service), leveraging all the current capabilities of Grupo Aval.

We are building the new version of the platform (a digital wallet) to offer the current financial services in a more efficient manner, while also creating capabilities to enhance the implementation of new services. We are leveraging Mambu as the Core Banking system and Frame Banking as the transactional accelerator.

Our team is based on cells covering all areas of work: UX/UI, Product Owner, Frontend, Backend, QA Automation, DevSecOps, Technical Leader (Architect), Agile Coach (Project Leader), and IT Governance.

We aim to increase the number of clients and partners for dale! by offering a 100% digital onboarding process and enhancing the user experience of financial services to compete with existing digital wallets in Colombia.

From a technological standpoint, our goal is to achieve a service platform with an architecture that enables us to improve the time to market for new services, especially for Banking as a Service.

Case study

How did we implement the cloud infrastructure for a bank?

Before implementing infrastructure automation with our client, they faced challenges such as error-prone manual configurations, lack of consistency across environments, and difficulties in quickly scaling their infrastructure to meet business demands.

Our automation team at Sofka Technologies developed infrastructure as code using tools like Terraform, Ansible, and Kubernetes. Scripts and templates were created to describe the desired infrastructure, including servers, networks, databases, and other resources. These scripts and templates were versioned and stored in a version control repository.

By automating infrastructure as code, we enabled our client to provision and configure their infrastructure quickly and reproducibly. Now, with a single command, they can create and deploy all the necessary infrastructure for their applications in minutes, instead of the hours or days it previously took.

Colombia

Uruguay

México

EE.UU.

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