Operational Excellence in the Digital Age FS Operations Agenda

Transcription

1 Operational Excellence in the Digital Age 2016 FS Operations Agenda

2 Operations Digital Gap: New Urgency and Less Confidence Key Finding 1: New Urgency on Digital Accelerating digital customer behaviors, fast pace of product and technology changes, and reliance on legacy systems to handle new demands are all placing pressure on the operations function to transform, despite organizational constraints. Key Finding 2: Low Confidence Digital changes raise basic questions about the new levers of operational excellence use cases for tech capabilities and data, response rate to faster tech changes, and how to minimize disruption resulting from process changes CEB FS Operations Agenda Poll Percentage of Executives Very or Extremely Important Fairly or Completely Confident Tech in Customer Interactions Speed of Execution Process Changes 90% 79% 80% 78% 79% 78% 82% 51% 54% 55% 52% 57% 53% 45% 0% Aligning Processes to Support Multi- Channel Capturing and Using Customer Transactional Data Collaborating with Technology Partners Increasing Ability to Respond to Fluctuations in Demand Re-Engineering Processes to Optimize Systems Simplifying Processes Across Product Lines and Geographies n = 122. Source: CEB 2015 CEB Operations Leadership Council Agenda Poll. 2 cebglobal.com

3 Reframing the Digital Challenge From: Digital is about lowering the cost to execute a process Conventional Response: Remove waste and inefficiencies from business processes. To: Digital is about efficient delivery of customer value Required Response: Deliver tailored and timely products and services as customer needs evolve. Digital devices and information are: Providing a deeper understanding of customer needs. Creating better connections to appropriate resources. Key Questions to evolve the Operations function: 1. Technology in Customer Interactions: How do Operations teams use customer data to drive service quality and new digital use cases? 2. Speed of Execution: How do Operations teams actively guide business and IT partners in an environment of fast change? 3. Process Change: How can Operations teams build flexible end-toend processes that can adapt to evolving customer needs? 3 cebglobal.com

4 2016 Highlights from CEB Operations Q1 Q2 Q3 Q4 Technology in Customer Interactions Executive Focus: Customer Engagement and Digital Service Delivery Customer Experience insights in Insurance and (research report) Top Customer and Technology Trends Shaping Financial Services (webinar and research brief) Executive Guidance: Operational Impacts of Digital Disruption Financial Services Technology Summit: Reimagining Loyalty (conference and networking event) Critical Staff Competencies for Digital Service (research brief) Translating Customer Data into Operational Metrics (webinar) Speed of Execution Executive Focus: Change and Talent Ignition Diagnostic Speed to Value Functional Assessment (tool) Adaptable Operations Workshop (training session for managers) Redefining Operational Excellence in the Digital Age (senior executive roundtable) Paving the Way for Digital Change in Operations (webinar and research brief) Accelerating Insights from Data in Operations (research brief) Process Change Executive Focus: Continuous Improvement and Process Excellence Build a Better Performance Dashboard (Ignition Guide) End-to-End Process Simplification for Ops Leaders (webinar and research brief) Operations Budget Benchmark (tool) Manager s Guide to Behavioral Coaching (Ignition Guide) 4 cebglobal.com

5 How We Help Our annual membership-based offerings are aligned to the specific needs of financial services executives and their teams. Member Need Our Offering Primary Network Share Ideas and Learn from Peers Executive Circles Through Executive Circles, we provide an unbiased forum to connect with peers, discuss industry issues, and solve pressing challenges. Members meet semiannually to discuss and solve critical problems and build relationships. Senior Executives Measure and Analyze Performance Executive Dashboards Executive dashboards help you objectively assess and formulate your business strategy through a semiannual benchmarking exercise. Members receive customized reports comparing their performance data to peer firms', as well as advisory support to help analyze and interpret the information. Executive Chiefs of Staff Make Technology Investment Decisions CEB Ignition TM Technology Accelerator CEB arms business and technology executives in Financial Services with the information and support they need to quickly solve business problems with technology. Technology Executives and Teams Accelerate Strategy Execution Leadership Councils CEB s flagship offerings help your team work more efficiently and effectively through on-demand access to best practices, easy-to-use analytic and implementation tools, and tailored advisory support. Membership helps executive leadership teams benchmark their performance and execute effectively by applying insights from peer companies. Line of Business Executives and Teams 5 cebglobal.com

6 Our Suite of Financial Services Offerings Contact your account manager for more information on any of the memberships listed below. Commercial Wealth Retirement Services FS Operations For General Managers and Heads of Strategy, Marketing, and Market Research Executive Circles Commercial Treasury Small Business Operations Wealth Full-Service Brokerage Investment Asset FS Operational Risk Executive Dashboards Small Business Wealth Commercial Leadership Councils Commercial Wealth Retirement Services FS Operations For Business Leaders and Technology Executives CEB Ignition TM Technology Accelerator Commercial Wealth 6 cebglobal.com

7 Contact Us cebglobal.com cebglobal.com/fs-operations