The Agile Bank. Methods And Tools For Transformation. Dr. Tobias Blickle, Director Product Management / Software AG

Transcription

1 The Agile Bank Methods And Tools For Transformation Thomas David, VP Consulting Financial Services / Software AG Dr. Katrina Simon, Director Product Management / Software AG Dr. Tobias Blickle, Director Product Management / Software AG

2 8 June 2011 ProcessWorld What Can You Expect? What is affecting the banking business today? Why is the Agile Bank the correct response? How can BPM help to transform regular business into Agile business? WYSIWYG (What You See Is What You Get)

3 Globalization 8 June 2011 ProcessWorld Drivers of the Financial Industry Regulation (BASEL III) Consolidation Innovation

4 8 June June Software 2011 AG -ProcessWorld Get There Faster Increasing Competition Due To Harmonization Of Global Banking Market Price competition with standard products Product Sales through non-banks / alternative channels Rising quality expectations Emerging competition from foreign financial service providers 54% 47% 73% 96% Banks are constantly facing rude price competition and the number of market players is increasing (eg. non banks, retail) Rising process cost 37% Source: Trend study: Bank & Future 2008 Competition in European Banking sector puts pressure on Banks!

5 8 June 2011 ProcessWorld Quality And The Focus On Service Are Increasingly Important Competitve Factors In Retail Banking Experience Of Customer Counseling And Service Quality High Level Service Banking Products Banking Products Today Future The quality of service and advice is a central differentiating factor in the competition

6 8 June 2011 ProcessWorld Financial Services Are Offered Through Branch Banks As Well As Through Numerous Additional Sales Channels Local Offices/Branch Call Center Internet/ Mobile Mobile Sales Letter/ Info Flyer Private Banking for wealthy clients Integration of small branches in retail stores to offer standard banking services Cash Supply in supermarkets or gas stations Inbound und Outbound Online Banking Web 2.0; Mobile Banking; Mobile- Apps Financial Consultants or Agency Models Cooperation Partners (e.g. Insurances) Installment Credits at drugstores or coffee shops

7 Does That Look Like The Future Of Banking? 8 June 2011 ProcessWorld

8 8 June 2011 ProcessWorld Innovative Sales Structure Banking Center And Marketing Concept Example: Deutsche Bank - Q110 Branch Q110 in the style of a car showroom, integrated Café Lounge, trendshop, multimedia connectivity, information centers Make banking products tactile Premium-Image Sophisticated Rooms Discreet Advertising

9 8 June 2011 ProcessWorld Deutsche Bank Center Q110 Hosts A Great Number Of Innovations Reception area equipped with LCD Navigation terminals. Films are broadcasted via screens Multimedia Connectivity Practical meaning of abstract Products Personal Finance is made simply, concretely and applicably Products packed in cans including Voucher for Q110 Trend-Shop Kids' Corner Constantly Changing Assortment of trend products, e.g. in cooperation with Harrods Kids Corner with child care services during the afternoons and on Saturdays for bank customers

10 8 June 2011 ProcessWorld The Customer Can Opt For Partial Services Provided From Various Sales Channels Example: Benefit from multi-channel offering Local Office/ Branch Call Center Internet/ Mobile Mobile Sales Letter/ Info Flyer Information Advise Sales Processing After Sales These opportunities lead to countless possible combinations - and thus to multi-channel business processes

11 8 June 2011 ProcessWorld Services And Successful Products Must Be Handled Efficiently By The Back Office Approach to improve efficiency Reduction of the in-house production depth and implementation of strategic networks High in-house production depth Specialization Process-Networks The focus is on back office services because of accumulation of substantial costs with no influence on the market differentiation

12 8 June 2011 ProcessWorld The Future Organisation Will Be Process-Oriented And Not Product- Oriented Sub- Process A Sub- Process B Sub- Process C Sub- Process A Sub- Process B Sub- Process C Product A Product A Product B Product B Product C Product C today future

13 8 June 2011 ProcessWorld An Organization Should Be Like A School Of Fish. React to changes as one team! BPM enables an organization to react to changes as one team Gartner: "BPM governance is a management practice that provides for governance of a business's process environment toward the goal of improving agility and operational performance and revenue. BPM is a structured approach employing methods, policies, metrics, management practices and software tools to measure, synchronize and continuously optimize the organization's activities and processes. The BPM Maturity model : Provides a framework for the detailed evaluation of BPM capabilities and achievements within organizations.

14 8 June 2011 ProcessWorld Different Project Types One Method Information Technology Requirement Engineering System documentation SOA EAM ITIL/COBIT ERP Implementation Training Management Business Reorganization Lean Management Change Management QM Systems Transformation to Process-oriented Organization Six Sigma Business Reengineering TQM Test Management ERP Upgrade SAP Template und Roll-out Management Business Process Management Continuous Improvement (CIP) Business Process Optimization ISO Computer System Validation Process Validation SOX Risk Analysis Compliance Revalidation Integrated Risk Management

15 BPM A Holistic Approach 8 June 2011 ProcessWorld

16 Who? BPM roles & organization Via? Procedure model BPM Company-specific How? Integrated method With? Tools ARIS Value Engineering Why? Definition of goals Architecture of integrated information systems Company-specific 8 June 2011 ProcessWorld

17 8 June 2011 ProcessWorld What Could Be Prepared Upfront? Building Blocks Banking Best Practice Processes by IDS Scheer Preconfigured Systems Preconfigured ARIS PPM Solutions Preconfigured ARIS APG Solutions Benefits Easy Online / Offline Demo Fast Project Scope Definition & Blueprint Generation Automated Customizing Documentation Automated Test Management Easy Process & Role based Trainings Workflow driven Change Management

18 Process Landscape Top Level 8 June 2011 ProcessWorld

19 8 June 2011 ProcessWorld Challenge: How To Bridge The Gap? How to avoid business requirements getting lost in translation? How do we get Business and IT to work in concert? Such projects are complex and huge. How to ensure transparency? How do we keep Business & IT in sync? Once we have a process modeled and automated, how do we handle changes?

20 8 June 2011 ProcessWorld Model Interoperability Connects Business & IT ARIS - webmethods Integration Identify Problem Collaborate Design Solution Implement Realize Improvement

21 Executable Model In My webmethods 8 June 2011 ProcessWorld

22 Integration Of Applications 8 June 2011 ProcessWorld

23 How Is Business Going? 8 June 2011 ProcessWorld

24 Result: Optimized Consumer Loan Process Initial situation: Very long processing time for loan Status Quo: Reduction of processing time of consumer loan by 25% Many backloops and organizational breaks Uniform process flow with high automation, automated scoring. Only 2 involved units High capacity binding, low degree of standardization Reduction of capacity by 55% (through higher automatization) We can only improve it if we can measure it! 8 June 2011 ProcessWorld

25 8 June 2011 ProcessWorld Loan Solution - Building Blocks ARIS webmethods Best practice process Preconfigured solutions Centrasite Software Content Benchmarks and KPIs Successful Projects Expertise Expertise Procedure ARIS Value Engineering Premium Banking Consultants Strong Partners Procedural Model for Process Innovation & Model-to-Execute

26 8 June 2011 ProcessWorld Develop Products & Channels What Kind Of Solution Are You Looking For? Manage Portfolio Manage Financials Manage Legal Services Perform Planning & Management Manage Risk Perform Internal and External Reporting Market & Sell Products Manage Deposits Manage Collections Manage Investments Manage Facilities Manage Information Systems & Infrastructure Manage Environmental Concerns Manage External Relationships Manage Human Resources Perform Procurement Process & Maintain Accounts Manage Customer Service Banks use Software AG technology to support the entire Banking Value Chain we also have a proven track record in Industry Solutions Cash Management Solutions Payment Solutions Customer Management Solutions Risk and Compliance Management Central Banking Integration Lending Solutions Merger & Acquisition Strategic BPI platform B2B Integration

27 Thank you!