Article | August 13, 2026

How financial firms can make real-time reporting credible

By Ihyeeddine Elfeki, FSI Solutions Global Lead, DXC

Real-time enterprise reporting sounds like a technology upgrade. However, in financial services, it’s something more fundamental.

The challenge for banks, insurers and capital markets firms isn’t producing reports faster, but producing information that’s current, consistent and defensible under scrutiny. 

Most are trying to do that on top of operating models built for batch processing, fragmented ownership and periodic reporting.

Most financial institutions don’t operate on a single modern data estate. They run on layers of core banking platforms, cards, payments, lending, finance, risk, customer systems and third-party services accumulated over time.

That’s where the prospect of live reporting meets friction. Definitions vary by department. Data moves at different speeds. Reconciliations still happen after the fact. Exceptions are often handled manually. And when regulators ask how a number was produced, institutions must show lineage, controls and accountability, not simply a dashboard.

That helps to explain why the Basel Committee on Banking Supervision's (BCBS) 239 has remained a challenge across the sector. In late 2023, the Basel Committee said that significant work still remained at most global systemically important banks. In January 2026, again, it pointed to governance and fragmented responsibilities as barriers to progress. 

The business case has sharpened. Customers, counterparties and supervisors increasingly expect critical processes to run in near-real time. 

In Europe, new instant payment rules pushed providers toward around-the-clock operations. In November 2025, Swift’s ISO 20022 milestone also raised expectations for handling richer, more structured payments data at scale. 

Since January 2025, the Digital Operational Resilience Act (DORA) has required financial institutions to maintain greater visibility into ICT risks (e.g., cyber-attacks, system failures, human error) and third-party dependencies. Leaders now need reporting that’s both faster and more transparent. 

For the C-suite, the key point is simple: real-time reporting is not a dashboard procurement exercise, it’s an operating model decision. If ownership is weak, then definitions are inconsistent and controls are patchy. Speeding up the front end simply accelerates confusion.

Firms making the most progress tend to start narrower. 

First, they focus on a small number of reporting journeys that actually matter to the enterprise: liquidity, payments operations, finance close, compliance or third-party risk. Then they improve trust and control around those flows prior to scaling more broadly.

That practical approach is visible in DXC’s client work. 

In one engagement for a large U.K. bank, the institution was dealing with a data estate spanning more than 1,000 systems. DXC helped build clear data lineage and an automated information lifecycle approach. The outcome was GDPR compliance, along with systematic KPI reporting for executives and regulators, greater visibility and control, lower storage costs and improved capacity to anticipate compliance issues before they develop into failures. 

In its role as a financial services IT solutions provider, DXC’s strongest position is helping financial institutions make reporting more trustworthy in stages by stabilizing operations, selectively modernizing critical systems and improving governance around the data that already runs the business.

DXC has the scale and sector footprint to make that argument credible. It counts 17 of the world’s 20 largest financial institutions among its clients. Also, our Hogan platform supports 300 million deposit accounts and processes two-thirds of U.S. card transactions. 

DXC routinely turns operational improvement into visible business outcomes. In one telling example, it helped a financial services organization in Australia modernize governance and compliance processes, replacing manual work with continuous supervision and real-time dashboards that displayed high-risk areas, non-compliance, vendor status and major audit findings. The reported result was greater visibility, faster remediation and stronger board-level confidence. 

And in a separate finance transformation for one of Australia’s largest financial services organizations, DXC led a major Oracle EPM implementation that now supports more than 600 users across that country, the United States and Europe, simplifying reporting and increasing efficiency.

Learn more

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• Financial Services IT Solutions