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Retail Banking Operations Centralisation

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Retail Banking - Operations Centralisation Strategy

Retail Banking - Operations Centralisation Strategy

Published in: Business, Technology

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  • Great piece, every operations -oriented person must read this overview.



    Very insightful.
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  • excellent overview on key aspects for retail banking centralistion. sequences well covered and critical aspect spelt out.
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  • 1. Retail Banking Operations Centralisation Strategy
  • 2.
    • 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
    Elements of Operations Strategy
  • 13. Essential Derivatives of Centralisation
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 14. Imperatives of Centralisation
    • Process Standardisation
    • 15. Documented SOPs with change management protocol
    • 16. Common service experience across network
    • 17. Segmented delivery standards
    • 18. Reliability & Consistency in service delivery
    • 19. Scalability in volume processing
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 20. Imperatives of Centralisation
    • 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
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 28. Imperatives of Centralisation
    • 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
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 35. Imperatives of Centralisation
    • Service Quality
    • 36. Establish & 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
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 41. Imperatives of Centralisation
    • Business Development Support
    • 42. Branch focus on service & 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
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 47. Imperatives of Centralisation
    • Integrated Product / Service Delivery Chain
    • 48. Consolidated vendor management
    • 49. Business partnerships with LOB
    • 50. Alignment of production & sales centres
    • 51. Transparency in product and service costs
    • 52. Operations-driven product bundle offerings
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 53. Imperatives of Centralisation
    • Improved Efficiency Ratio
    • 54. Lower OpEx
    • 55. Reduction in processing FTE
    • 56. Fewer hand-offs & lower re-work levels
    • 57. Economies of scale
    • 58. Shared services
    • 59. Network (branch) efficiencies
    • 60. Reduced operational losses
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 61. Imperatives of Centralisation
    • 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
    Standardised Processes
    Productivity
    Risk Mitigation
    Service Quality Enhancement
    Frontline Focus
    Integrated Supply Chain
    Cost Optimisation
    Outsourcing Capability
  • 67. Centralisation: Synergies from Consolidation
    Centralised Operations
    Processing
    Quality
    Control
  • Retail Bank Volumes
  • 104. Retail Bank Volumes
    “Every transaction is an opportunity to delight
    or a chance to disappoint;
    and thus to expand or extinguish trust.”
  • 105. Centralisation: Synergies from Consolidation
    Centralised Operations
    Processing
    Quality
    Control
  • Phases of Centralisation
  • 142. Centralisation Timeline
    Wave II
    Wave III
  • 143. Thank you
    rajeevderoy@gmail.com

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