Process ERSTE Group. Buzzword oder Realität?

Transcription

1 Process ERSTE Group Buzzword oder Realität? Bjoern Pichler Group Org Retail, Corporate and PcM October 2009 Seite 1

2 Index Check of Expectations of the audience Short Intro - Who ERSTE is What we got regarding BPM Process Performance Management Implementation Experiences Lessons Learned Questions & Answers Seite 2

3 Index Check of Expectations of the audience Short Intro - Who ERSTE is What we got regarding BPM Process Performance Management Implementation Experiences Lessons Learned Questions & Answers Seite 3

4 History Austria s first savings bank: Founded in Erste Group went public in 1997 with a strategy to expand its retail business model into CEE 2008 New holding structure improving Group governance - Acquisition of more than 10 banks between 1997 and Erste Group now runs market leading retail banking operations in the new EU member states, which remain underpenetrated compared to their Western European markets Erste Group s customer base grew from 600,000 in 1997 to 17.5 million in Q June

5 Erste Group Bank AG-Share since 1997 in EUR Signing of BCR acquisition Stock-split 4:1 Capital increase Purchase of Bank Prestige Bank Center-Invest Česká spořitelna (CS) bid accepted by Czech government CS deal closed Capital increase Riječka banka purchase SLSP deal closed Announcement of Cross-guarantee system deal closed Buyout of CS minorities & capital increase Novosadska banka purchase Closing of EU enlargement BCR acquisition Postabank acquisition; Announcement of State Capital Lehmann Crisis closing price on EUR June

6 Strategy Consistent strategy since 1997 IPO Consistent but evolving strategy since 1997 IPO Business focus: Retail & SME banking Geographic focus: Central and Eastern Europe Efficiency focus: Cost consciousness Value creation for shareholders and all other stakeholders June

7 Erste Group business snapshot Retail market leadership in the eastern part of the EU Czech Republic Clients: 5.3m Retail loans: 27.3% Retail dep.: 29.4% Branches: 660 Austria Clients: 3.1m Retail loans: 19.0% Retail dep.: 19.1% Branches: 1,053 Slovakia Clients: 2.5m Retail loans: 26.3% Retail dep.: 27.7% Branches: 281 Hungary Clients: 0.9m Retail loans: 13.4% Retail dep.: 8.1% Branches: 201 Ukraine Clients: 0.1m Retail loans: 1.7% Retail dep.: 0.3% Branches: 134 Key market stats Total population: 120m Bankable population: 92m Croatia Clients: 0.8m Retail loans: 13.1% Retail dep.: 12.5% Branches: 138 EU or-eu candidate country Non-EU or non-eu candidate country Serbia Clients: 0.2m Retail loans: 3.2% Retail dep.: 2.7% Branches: 73 Romania Clients: 4.5m Retail loans: 19.9% Retail dep.: 23.2% Branches: 665 Erste Group customers: 17.5m EU resident customers: 16.4m Indirect presence All data are as of March 2010 excl. Austria s Retail loans and deposits (YE 2009). Percentage numbers refer to market shares. Croatia branch numbers include Montenegro. June

8 Structure Seite 8

9 Index Check of Expectations of the audience Short Intro - Who ERSTE is What we got regarding BPM Process Performance Management Implementation Experiences Lessons Learned Questions & Answers Seite 9

10 What we ERSTE Group Vision/Mission/Strategy Established function & organisational positioning Process MGMT Roles & Responsibilities concept Process MGMT Trainingsconcept (SixSigma, ) Group Standard for BPM tool Group Process Map Group Process Performance Measurement central infrastructure with dedicated Competence Center first success stories Seite 10

11 Index Check of Expectations of the audience Short Intro - Who ERSTE is What we got regarding BPM Process Performance Management Implementation Experiences Lessons Learned Example Slides (from online-system) Questions & Answers Seite 11

12 PPM Implementation How we did it On-boarding Top-MGMT (Holding Board) for investment into PPM Pilot selection, execution Decision for group-wide roll-out with specific scope based on pilot s success with: Defined Roles & Responsibility concept Existing Infrastructure Existing Know-How INTERNALLY (goal: independence from Consultant) Listening/Respecting ind. country requirements/desires 1 country roll-out: 6 months, current: 3 months Set-up of dedicated Competence Center for PPM Continuous scope-enlargement for ind. countries & divisions Continuous road-shows for PPM advantage, Seite 12

13 3 process types 1 Designed Processes (Project View) 2 Implemented Processes (IT View) 3 Executed Processes (Real Life) Slide 13

14 Root cause analysis Trend analyses Distribution (process stability) Indicators What? Where/Who? How? Why? Influencers (analysis criteria) Communication networks Defects in process flow Slide 14

15 Mission and allocation of PPM Roles Head of Group Process Management Role Mission & Goals Level Responsible for the establishment and management of BPM and PPM Org/IT Entity Group PPM Champion Responsible to coordinate, standardize and organize PPM activities within the group PPM Administrator Responsible for the PPM technical governance within the group PPM Customizing Specialist Responsible for the customizing PPM and bring PPM knowledge to the local PPM Power User IT IT Specialist Responsible for the data sourcing within PPM PPM Power User Responsible to coordinate and steer PPM activities in the entities Seite 15 15

16 Process Organization for PPM in ERSTE Group Performs the customization of the PPM system Support and knowledge Transfer PPM Customizing Specialist PPM Administrator Takes care of the technical governance PPM Champion ARIS PPM Coordination Support process standardization on group level Group ARIS PPM Management Coordinates PPM Power User Technical Data manager in the Entity Responsible to the data extraction and import in PPM PPM IT Specialist PPM Power User Operative ARIS PPM Power User in Entity Supports Business Units with Report / KPIs Supports in improvement processes Logo Entity E.g. Support to identify improvement potential Simple Loan Standard Process Process Owner BPM Organisation Credit Advice Application Approval Contract Signing Disbursement Seite 16 16

17 General PPM Change Management Process Owner PPM Power User PPM Customizing Specialist PPM Champion PPM Customizing Specialist Process Owner request change Report change request to PPM Power User Report request to PPM Customizing Specialist Decision Send cost estimation to PPM Power User Based on improvement ideas (KPIs, measure points, ) Process owner request changes in PPM Power User analyses and structures the request. PPM Customizing Specialist analyzes request and estimates effort of change / improvement. Align the change with group standard. PPM Champion prioritizes and decides about request PPM Customizing Specialist gives an estimation for effort and feedback about potential implementation plan. PPM Power User Process Owner PPM Customizing Specialist PPM IT Specialist PPM Customizing Specialist PPM Power User Process Owner Asses cost estimation Plan implementation PPM Customizing and Set up Going live Entities assessing the cost estimation and implementation plan. They decide about the implementation. PPM Customizing Specialist setsup detailed implementation plan with needed local resources Customizing Specialist implements request with the needed local resources. Process owner tests the changes and gives the sign-off for roll out. Seite 17 17

18 PPM Implementation and Usage: Lessons Learned/Experiences Integration of future role-holders into implementation project as soon as possible Continuous trainings and coaching (go-live + 3 qu) Listening to individual pain points erasing them as success stories still do some quick wins (above mentioned is as experienced showed mostly mid-term) Top-down and down-up marketing of vision and especially benefits is core specific MGMT presentations (KISS principle) bank-specific: bridge wish-list from business with what is possible from operations in a mediator-like role Seite 18

19 Group Performance Cockpit Seite 19

20 Group Product comparison Seite 20

21 Joint developmen of KPIs based on Voice of Customer (6s) The financing takes too much time! The decisions have to be taken much faster! Time for decision= through put-time from advice to approval Time for decision < 19 h FIL 0815, M06/2008 Private, EUR, 67,5 % Voice of the customer Output criteria Process Performance Indicator (Instance) Critical to Quality - Statement (Instance) Key Performance Indicator Translation into a actual result and its quality Derive measurement criteria and dimensions Target value/borders of tolerance Specify by key dimensions and rate of achievement Seite 21

22 Per entity view on one product Seite 22

23 Selecting an entity Seite Slide 23

24 Selected Region Seite Slide 24

25 Selected Product Seite Slide 25

26 Top flop cycle time for disbursed loans per branch Seite Slide 26

27 Unusual process flows for Risk Dep. Seite Slide 27

28 MGMT Views example Seite 28

29 What is the difference from our approach to regular controlling? Seite 29

30 Automated re-design of real processes! Seite 30

31 Uncovering improvement options Unusual occurence big time gap Seite 31

32 Core benefit option: Seite 32

33 ARIS PPM tech set-up Datamart Read only JDBC-Extractor Transform Web-Server (Apache Tomcat) User Data (XML) PPM-Application-Server XML-Interface PPM Client Oracle 9 Process Warehouse PPM-Admin PPM-Config Loans Application Master Data Process Management Cockpit Process Performance Measurement Scoring Application FINANTIX FINANTIX Loan Loan cont ract cont ract Loan contract Loan contract is printed is printed Signing Signing contract contract Contract is Contract is signed signed Upload Upload contract contract Front Office Front Office advisor advisor customer customer Loan Loan contract contract Front Office Front Office advisor advisor Deviation Collateral Collateral contract contract Contract is Contract is uploaded uploaded Disbursement Disbursement Process Definition Process Execution Seite 33

34 Questions / Contact-Data Thanks for your attention! Mag. Bjoern Pichler ERSTE Group Bank AG Group Org Retail, Corporate & Process MGMT Tel: +43/50100/ [email protected] Seite 34