Incident Tech

What You Will Learn

• The value-delivery mindset required in modern system operation and maintenance (O&M)
• How Agile development and DevOps impact system operation teams
• Differences between  India and Japan through their financial industries

What kind of image do you have of operations and maintenance?

When you see the term “operations and maintenance,” what kind of image comes to mind?

A simple Google search for “運用保守 (operations & maintenance)” shows that many industries—not just IT—often portray it negatively, with impressions like “low-end work” or “don’t do it.” 

And yet, O&M is also mentioned in discussions about “career development”.

In reality, O&M work is highly fragmented and extensive, involving tasks such as isolating issues, implementing fixes, and explaining root-cause prevention measures to customers. Whenever system incidents occur, immediate action is expected. Based on my experience, this creates opportunities to understand systems at a much deeper level.

That said, it is much easier to speak calmly about this now because I am no longer directly on the front line. 

If I were still in that role, I would likely dread the company phone that could ring at any moment, feel stressed by every late-night incident call, and tense up when preparing incident reports or explanations for customers. Eventually, one’s approach to work can easily shift toward a “defensive operations” mindset.

What Is Expected of O&M Engineers Today?

No matter how demanding the job may be, the value of operations and maintenance is undeniable.

So, what exactly is expected today?

Under ITIL 4, “delivering value” is a core guiding principle. O&M is no exception. The starting point is identifying “to whom” and “what value” you are delivering.

A service is not the goal itself—it is only “a means for users to realize value”.

This is why it is essential to understand what users want to achieve and what context they operate in. By elevating customer experience (CX)—through clearer notifications, UI messages, and support workflows—we create “value moments” for users.

In short, O&M is no longer evaluated by asking, “Is the system running?” but rather, “What value does this operation generate?” and “How are we continuously enhancing that value?”

O&M Engineers Must Now Understand Software Development!

Today, it is almost mandatory for O&M engineers to have “a solid understanding of software development”.

Modern systems continue to grow in complexity via feature additions and integrations with other systems. Effective incident response requires the ability to interpret design documents and specifications and make informed decisions.

As Agile development becomes mainstream, the boundary between development and operations are no longer clearly separated roles. The two groups are increasingly expected to function as one team responsible for continuous improvement. With rapid release cycles introducing new features, operations engineers must accurately understand release content and feed back user insights to the development team.

Those without development literacy risk being left behind by change —leading to prolonged outages and slower recovery.

Conversely, those who understand development practices, including both waterfall and Agile methodologies, can make proactive proposals from the operations side and help drive DevOps-driven continuous improvement.

O&M is becoming the very frontline of system evolution.

Looking at the Financial Industry @ India

Recently, I spoke with a program manager who has long worked on financial system development in India.

According to him, while waterfall development was standard five years ago, Agile has now become fully mainstream.

Why? Because India’s financial services market rapidly globalized due to deregulation, and the industry needed the speed to keep pace. Spending several years building a system via waterfall risked losing market share to global players.

Indeed, in recent years, several “non-Indian-capital” financial institutions have launched new services in India:

• Revolut (UK-based Fintech) *Note 2

In April 2024, Revolut received in-principle approval from the Reserve Bank of India (RBI) for Prepaid Payment Instruments (PPI). In April 2025, the company subsequently obtained “final approval” for domestic prepaid cards and wallet services, including UPI integration. This approval enables Revolut to formally launch and operate “domestic” payment services within the Indian market.

• PayU (Payments), Prosus Group (Netherlands) *Note 3

In May 2025, PayU obtained final authorization from the Reserve Bank of India (RBI) to operate as an Online Payment Aggregator (OPA). As a result, the company is authorized to continue and expand its payment aggregation services for domestic merchants across India.

• Standard Chartered Bank (UK) *Note 4

On October 22, 2024, Standard Chartered Bank established the “First International Banking Centre for Global Indians” in Mumbai. The bank introduced new banking services targeting high-net-worth individuals and Indian customers with internationally diversified assets.

This speed is emblematic of India’s market dynamics.

Is Japan a difficult market for foreign players!? But time may be running out.

In Japan, operating a banking business requires strict licensing—even for foreign banks. Establishing branches, conducting business activities, or accepting deposits domestically all require authorization under the Banking Act. In particular, any solicitation or service targeting Japanese residents mandates a domestic banking license. *Note 5

Foreign banks are also subject to more stringent approval requirements when conducting banking operations in Japan compared with domestic institutions. According to the European Business Council (EBC), “Japanese banks can proceed through simplified notification procedures, whereas foreign banks require special approval from the Financial Services Agency (FSA)”. *Note 6

Japan maintains a tightly regulated financial framework under laws such as the Banking Act and the Financial Instruments and Exchange Act, imposing rigorous licensing and registration requirements. *Note 7
While the Banking Act and Payment Services Act do not explicitly define how foreign firms may offer fund transfer services, prepaid payment instruments, crypto-asset exchange services, or electronic payment services to Japanese residents, licensing requirements are triggered once such services are conducted within Japan. The Payment Services Act also explicitly prohibits providing these services to Japanese residents without proper registration. *Note 8

We have outlined the factors that make market entry difficult for foreign-capital financial institutions in Japan. While this may initially suggest continued regulatory tightening, the Financial Services Agency’s (FSA) June 2025 report, “Monitoring of Foreign Bank Branches and Foreign Securities Companies,” presents a more nuanced view. The report states that the FSA is closely monitoring the activities of Japanese branches of major US and European banking groups and foreign securities firms, noting that foreign financial institutions are leveraging their global networks to strengthen customer support inside and outside Japan, with business activity in Japan on the rise. *Note 9

A concrete example is UK-based fintech Wise, which in October 2024 achieved direct connectivity to Japan’s interbank payment network, the Zengin System. This allowed Wise to process payments via its own infrastructure rather than through domestic banks, marking a significant step toward direct access to Japan’s financial infrastructure by foreign firms. This development appears to symbolize the expansion of foreign fintech companies in the Japanese market. *Note 10

Foreign capital is increasingly reaching into Japan’s financial market—this movement is a clear sign of a new era compared with past market dynamics. There is no doubt that, even in the world of operations and maintenance, “the ability to adapt to change” will be required more than ever.

Move beyond defensive operations focused on “never stopping.” The future of O&M is proactive.

O&M is often undervalued, but it is a mission-critical role that keeps IT services running.Operations engineers who adopt ITIL 4’s value-delivery mindset and understand software development can improve both system quality and customer experience.Looking globally, India has leveraged adaptability to accelerate service expansion, while Japan—despite strict regulations—is seeing rapid growth from foreign fintech entrants.O&M is not merely “the team that prevents downtime.”
By integrating ITIL 4 principles, Agile thinking, and DevOps practices, operations teams can become “a proactive force” that drives business growth.

Now is the time to shift from “defensive operations” to “O&M that creates value”!

References / Sources

*Note 1　
サービスのもたらす価値に着目する 〜 ITIL4に基づいて考える 〜
出典：MMM Corporation Blog（2025年2月5日）
https://blog.mmmcorp.co.jp/2025/02/05/itil4-guiding-principle-focus-on-value

*Note ２
Revolut India receives in-principle authorization from the Reserve Bank of India (RBI) for Prepaid Payment Instruments (PPI) license
出典：The Digital Banker（2024年4月）
https://thedigitalbanker.com/revolut-india-receives-in-principle-authorization-from-the-reserve-bank-of-india-rbi-for-prepaid-payment-instruments-ppi-licence

*Note  3
PayU gets RBI approval to operate as an Online Payment Aggregator in India
出典：IBS Intelligence（2025年5月）
https://ibsintelligence.com/ibsi-news/payu-gets-rbi-approval-to-operate-as-online-payment-aggregator-in-india/

*Note 4
Standard Chartered opens First International Banking Centre for Global Indians to offer customised multi-market wealth solutions
出典：Standard Chartered India（2024年10月22日）
https://www.sc.com/in/sc-opens-first-international-banking-for-global-indians/?utm_source=chatgpt.com

*Note 5
How do the licensing requirements apply to cross-border business in your jurisdiction?
出典：Baker McKenzie「Global Financial Services Regulatory Guide – Japan」
https://resourcehub.bakermckenzie.com/en/resources/global-financial-services-regulatory-guide/asia-pacific/japan/topics/how-do-the-licensing-requirements-apply-to-cross-border-business-in-your-jurisdiction

*Note 6
Foreign Bank Agency Business
出典：European Business Council Japan（EBC Digital White Paper 2024）
https://ebc-jp.com/digital-white-paper/issues/financial-services/banking/foreign-bank-agency-business/

*Note 7
Banking Act and related Laws and Regulations
出典：一般社団法人全国銀行協会（Japanese Bankers Association）
https://www.zenginkyo.or.jp/en/banks/banking-act

*Note 8
How do the licensing requirements apply to cross-border business in your jurisdiction?
出典：Baker McKenzie「Global Financial Services Regulatory Guide – Japan」
（注5と同一出典、本文中で再参照）
https://resourcehub.bakermckenzie.com/en/resources/global-financial-services-regulatory-guide/asia-pacific/japan/topics/how-do-the-licensing-requirements-apply-to-cross-border-business-in-your-jurisdiction

*Note 9
Monitoring of Foreign Bank Branches and Foreign Securities Companies
出典：金融庁（Financial Services Agency, Japan）2025年6月30日公表
https://www.fsa.go.jp/en/news/2025/20250630/20250630.html

*Note 10
Wise becomes first foreign firm to gain direct access to Japan’s payment clearing network
出典：Reuters（2024年10月17日）
https://www.reuters.com/business/finance/wise-becomes-first-foreign-firm-gain-direct-access-japans-payment-clearing-2024-10-17/