Your SlideShare is downloading. ×
0
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Retail Banking Operations Centralisation
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Retail Banking Operations Centralisation

7,841

Published on

Retail Banking - Operations Centralisation Strategy

Retail Banking - Operations Centralisation Strategy

Published in: Business, Technology
2 Comments
19 Likes
Statistics
Notes
  • Great piece, every operations -oriented person must read this overview.



    Very insightful.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • excellent overview on key aspects for retail banking centralistion. sequences well covered and critical aspect spelt out.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total Views
7,841
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
2
Likes
19
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Retail Banking Operations Centralisation Strategy<br />
  • 2. <ul><li>Capacity Planning
  • 3. Organisation Structure
  • 4. Processing Location
  • 5. Sourcing
  • 6. Operational Control
  • 7. Performance Measurement
  • 8. Co-ordinate
  • 9. Integrated Service Delivery
  • 10. Process Engineering
  • 11. Project Management
  • 12. Quality</li></ul>Elements of Operations Strategy<br />
  • 13. Essential Derivatives of Centralisation<br />Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 14. Imperatives of Centralisation<br /><ul><li>Process Standardisation
  • 15. Documented SOPs with change management protocol
  • 16. Common service experience across network
  • 17. Segmented delivery standards
  • 18. Reliability &amp; Consistency in service delivery
  • 19. Scalability in volume processing</li></ul>Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 20. Imperatives of Centralisation<br /><ul><li>Productivity enhancement
  • 21. Do more with less
  • 22. Engineered processes
  • 23. Waste elimination
  • 24. Eliminate non value-add activities / steps
  • 25. Metrics driven performance management
  • 26. Reduced organisational span of control
  • 27. Capacity planning and utilisation</li></ul>Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 28. Imperatives of Centralisation<br /><ul><li>Operational Control
  • 29. KRIs at process hand-offs
  • 30. Centralised OCRM
  • 31. Integrate into Bank ORM strategy
  • 32. Enhancedgovernance oversight
  • 33. Consolidated Business Continuity Plan
  • 34. E2E Process change management</li></ul>Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 35. Imperatives of Centralisation<br /><ul><li>Service Quality
  • 36. Establish &amp; measure Key Service Indicators
  • 37. Speedy complaint resolution
  • 38. Efficient complaint capture process
  • 39. Critical mass allows specialised training
  • 40. Service guarantee capabilities across all segments</li></ul>Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 41. Imperatives of Centralisation<br /><ul><li>Business Development Support
  • 42. Branch focus on service &amp; cross-sell
  • 43. Speedier network expansion (branch setup)
  • 44. Smoother product development and launch
  • 45. Efficient systems UAT
  • 46. Project prioritisation based on holistic view</li></ul>Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 47. Imperatives of Centralisation<br /><ul><li>Integrated Product / Service Delivery Chain
  • 48. Consolidated vendor management
  • 49. Business partnerships with LOB
  • 50. Alignment of production &amp; sales centres
  • 51. Transparency in product and service costs
  • 52. Operations-driven product bundle offerings</li></ul>Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 53. Imperatives of Centralisation<br /><ul><li>Improved Efficiency Ratio
  • 54. Lower OpEx
  • 55. Reduction in processing FTE
  • 56. Fewer hand-offs &amp; lower re-work levels
  • 57. Economies of scale
  • 58. Shared services
  • 59. Network (branch) efficiencies
  • 60. Reduced operational losses</li></ul>Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 61. Imperatives of Centralisation<br /><ul><li>Outsourcing Readiness
  • 62. Create universal “plug and play” infrastructure
  • 63. Identify “true” savings of BPO option
  • 64. Recognise risk-points in outsourcing model
  • 65. Benchmarking standards for SLA with BPO
  • 66. Potential in-sourcing capability</li></ul>Standardised Processes<br />Productivity<br />Risk Mitigation<br />Service Quality Enhancement<br />Frontline Focus<br />Integrated Supply Chain<br />Cost Optimisation<br />Outsourcing Capability<br />
  • 67. Centralisation: Synergies from Consolidation<br />Centralised Operations<br />Processing<br />Quality<br />Control<br /><ul><li>Liabilities Account Opening
  • 68. CASA &amp; Term
  • 69. Assets Account Setup
  • 70. Loans
  • 71. Cards
  • 72. Credit Lines
  • 73. Accounts Maintenance
  • 74. Credit Administration
  • 75. Funds Movement
  • 76. EFT
  • 77. Clearing
  • 78. Collections
  • 79. Account Transfers
  • 80. Operating Policies &amp; Standardised Procedures
  • 81. Operational Risk Management
  • 82. Operational Control
  • 83. Key Risk Indicators
  • 84. Branch Control
  • 85. CentOps Control
  • 86. Pre- and post-audit remediation
  • 87. Reconciliations
  • 88. Business Continuity Management
  • 89. Executive Management Information
  • 90. Operational Excellence
  • 91. Capacity &amp; Structural Design
  • 92. Productivity
  • 93. Unit-based Costing
  • 94. Project Management
  • 95. Project Prioritisation
  • 96. Business Partnerships
  • 97. UAT (pan-bank)
  • 98. Service Quality
  • 99. Complaint Resolution
  • 100. Root-cause Analysis
  • 101. Service Orientation
  • 102. Service Guarantee
  • 103. SLA &amp; TAT</li></li></ul><li>Retail Bank Volumes<br />
  • 104. Retail Bank Volumes<br />“Every transaction is an opportunity to delight<br />or a chance to disappoint;<br />and thus to expand or extinguish trust.”<br />
  • 105. Centralisation: Synergies from Consolidation<br />Centralised Operations<br />Processing<br />Quality<br />Control<br /><ul><li>Liabilities Account Opening
  • 106. CASA &amp; Term
  • 107. Assets Account Setup
  • 108. Loans
  • 109. Cards
  • 110. Credit Lines
  • 111. Accounts Maintenance
  • 112. Credit Administration
  • 113. Funds Movement
  • 114. EFT
  • 115. Clearing
  • 116. Collections
  • 117. Account Transfers
  • 118. Operating Policies &amp; Standardised Procedures
  • 119. Operational Risk Management
  • 120. Operational Control
  • 121. Key Risk Indicators
  • 122. Branch Control
  • 123. CentOps Control
  • 124. Pre- and post-audit remediation
  • 125. Reconciliations
  • 126. Business Continuity Management
  • 127. Executive Management Information
  • 128. Operational Excellence
  • 129. Capacity &amp; Structural Design
  • 130. Productivity
  • 131. Unit-based Costing
  • 132. Project Management
  • 133. Project Prioritisation
  • 134. Business Partnerships
  • 135. UAT (pan-bank)
  • 136. Service Quality
  • 137. Complaint Resolution
  • 138. Root-cause Analysis
  • 139. Service Orientation
  • 140. Service Guarantee
  • 141. SLA &amp; TAT</li></li></ul><li>Phases of Centralisation<br />
  • 142. Centralisation Timeline<br />Wave II<br />Wave III<br />
  • 143. Thank you<br />rajeevderoy@gmail.com<br />

×