I've worked in global banking environments (where one holding company contains a traditional banking arm and a securities firm) with a slight lean towards secur

I've worked in global banking environments (where one holding company contains a traditional banking arm and a securities firm) with a slight lean towards securities operations, although I've serviced both the banking and securities operations. Your exact comment happens constantly in global banking firms. If the banking arm happens to be in a stronger management position, they push towards locked down system with tight development cycle controls. Typically the bankers have low risk tolerances and their systems (ex. savings and payment client account ledger systems, ATM ops, etc.) reflect it. That said, even in a true banking company, the closer the department is to the interest rating trading operations the more the banking environment looks like a securities operation. You will find critical on-the-fly modeling taking place, data integration, data reintegration all happening in Excel spreadsheets and these XLSX will be driving business decisions. In securities operations the pace of change (demands originating from regulatory bodies, external clients, and internal trading operation, etc.) inevitably push the boundaries of what the bankers can support. If your securities side regulatory body says the firm must implement X in order to report Y, the firm is obligated to do it, regardless of what banking IT risk and change control framework the bank thinks should be followed. If the regulatory body says X should be in place by Z date, and banking assessment / change control procedures can not be finished by Z date, guess what X gets implemented by Z date. There is no choice. Same goes for client system demands. Woe be the IT staff who tries to tell a securities side broker their client demand can not be fulfilled by some change control / risk assessment procedure. Do such a thing enough and the desk's profitability will take a hit. Which means the trader's bonus will take a hit. Which means IT will take a hit. If a proprietary / quant / interest rate trader can't respond quickly enough to market change X because it took 3 days for a revised real time report to be created and then vetted by a formal change management process, the IT staff pushing those processes will be replaced. Looking at the situation another way, having these time sensitive demands in Excel instead of in trading systems is actually kind of smart. Try to integrate the rapid trading desk decision making that happens in Excel into the trading / transaction ledger / transaction settlement system will just endanger the smooth operation of the those systems. Fewer changes the better in these core systems.