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BPM success in difficult times

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Uk Bank? Global Financial Crisis? Business as Usual? Better not be... here's the story from the battlefield from one of the hands-on business leaders. Hear it as it is.

Uk Bank? Global Financial Crisis? Business as Usual? Better not be... here's the story from the battlefield from one of the hands-on business leaders. Hear it as it is.

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  • 1. Business Process Management: Achieving & Sustaining Excellence in times of change: Sharing the story of restructure, cost prudence and improvement in volatile environments Additional Information: Training – www.bp2009.com | www.bp2010.com Web - www.bpgroup.org (join the BP Group – it’s free) Steve Towers BP Group Steve.towers@bpgroup.org BPGroupEducationSeries2009-10 Improve efficiency and customer service,increase revenue and reduce costs Presentation series
  • 2. Havana Abid Director of Operations Havana is an accomplished executive experienced in driving business performance in rapidly changing environments. With a track record in overcoming complex business challenges using experience based judgement, insight and information. Steve Towers BP Group Steve.towers@bpgroup.org BPGroupEducationSeries2009-10 Improve efficiency and customer service,increase revenue and reduce costs Presentation series Havana’s highly customer focused approach mixed with commercial acumen underpins a career of increasing productivity, building growth capacity, reducing costs, maximising revenue and achieving step change in the customer service experiences. In this presentation drawn directly from her top team experience with one of the UK’s leading banks Havana guides us through the story and the achievements.
  • 3. Achieving &Achieving & SustainingSustaining Excellence in Times of Change:Excellence in Times of Change: Sharing the story of restructure, cost prudence andSharing the story of restructure, cost prudence and improvement in volatile environmentsimprovement in volatile environments HaHavana Abidvana Abid Director OperationsDirector Operations Case StudyCase Study –– UK Financial Services BankUK Financial Services Bank IQPCIQPC –– Business Process Excellence Sept 2009Business Process Excellence Sept 2009 Published with permission - www.bpgroup.org - October 2009
  • 4. Source: Ops Due Diligence 2003 The OperationsThe Operations ‘‘BeforeBefore’’ Picture.....Picture..... Fragmented organisational governance Inefficient Physical processes Overly complex and old IT Insufficiently leveraged key resources Unclear staff accountabilities Ineffective performance measurement Moderate to High Risk Poor Customer Experiences Low Staff Morale & Engagement High volumes of complaints Published with permission - www.bpgroup.org - October 2009
  • 5. Bank IT Architecture (showing risk categories) Online Online Counter MPS (MXMortgage) CBAS (Mortgages) InvestmentSystem (Savings/CashISA) LISA (non-cashISA) PCS (PEP) Quasar (PEP) Sirius (CIB) Equifax Experian CoreAdminGroupSupportDistributionChannels Stratum/APT Millennium (GL) NatWest FNBC BankOne BoNY Toronto Dominion HSBC Reuters Bloomberg Cyborg (HR/Payroll) SalesSupport CIF (Customer Index) CHAPS RBOS (residential) LetBOS (lettings) CPBOS (commercial) Housing Aggregators: AssertaHome Fish4Homes RightMove WebBOS MARS (Mort.Application) Ecross ISAAC CLOE Sales Tools, e.g. Mort. Brain (MBL) ExWeb CTP Central Sales PCMS (Comm’n Tracking) TeamTrack (Compliance trending) Querix (sales mgt) 3rd Party Mortgage SuppliersBACS TMS/Simcor (Treasury) Musketeer (Treasury) HATS Post only Branches MortgagesWealth IFA Estate Agency OperationsTelephony Windows 3.1 Desktop OS/2 Server NT V2 Laptop NT V3 Laptop Desktop,Laptop & Server, CHM Desktop, Laptop & Server, EA NT Desktop NT V2 Desktop NT V3 Desktop AMS NT Desktop NT V2 Desktop NT V3 Desktop Infrastructure Group Support NT V2 Desktop V1 Laptop V2 Laptop V3 Laptop AMS NT Desktop AMS NT Server NT V3 Desktop High Risk Medium Risk Low Risk Legend Source: IBM/BBG Group IT analysis 2003 SituationSituation ‘‘BeforeBefore’’ Published with permission - www.bpgroup.org - October 2009
  • 6. Theme 3 - Standardise, - Consolidate, - Simplify the Customer Experience Theme 2 - Control Change & Improve end to end Theme 4 – Enhance ‘value’ Operations resilience, Theme 1 – Establish the value of ‘Operations’ 4 Key Improvement Themes What we did Published with permission - www.bpgroup.org - October 2009
  • 7. 8 Why did we need to do it?Why did we need to do it? Historically structured byHistorically structured by Profit & Loss lines ofProfit & Loss lines of businessbusiness Operations was an afterOperations was an after thoughtthought –– not part ofnot part of strategic designstrategic design IndependentIndependent ‘‘back officeback office’’ operational areas with aoperational areas with a total of 1500+ resourcestotal of 1500+ resources Decision to move to aDecision to move to a ‘‘shared servicesshared services’’ stylestyle enterprise modelenterprise model Apply customerApply customer -- suppliersupplier principlesprinciples Lending Financial Services Savings & Deposits Mortgage Operations Financial Services Operations Savings Operations Mortgages Contact Centre FS Contact Centre Savings Contact Centre Consolidated to create Operations Published with permission - www.bpgroup.org - October 2009
  • 8. Bank strategy was built around two distinct FS offerings now backed by a single Operations function Operations had a seat and voice at the Senior Tables so was part of design not an after thought Customer experience is defined and standards set lifted from 30% - 88% allowing 23% improvement in unit cost to serve creating capacity for growth Theme 1 – Establish one Operation New Business Operations New Business Operations Customer Relations Customer Relations Mortgage Operations Mortgage Operations Operations Savings Operations Savings Operations Lending Savings Published with permission - www.bpgroup.org - October 2009
  • 9. Initiative Name £m £m £m £000 £m £m £m £m £m £m £m £m Depreciation on closed projects/ 2005 committed capital 12.85 12.85 12.85 2005 Accruals (See Note G) -3.36 9.49 -3.36 -3.36 Completed Projects (Note A) -0.30 -0.30 -0.29 -0.02 1.25 0.18 1.43 10.92 1.92 -1.44 Regulatory G057 BACs Remote Site DR Contingency CW IMP -0.13 -0.10 REG -0.02 -0.02 0.00 0.00 0.00 0.09 0.09 11.01 0.09 -1.35 G013 Basel II CG DEV -4.11 -0.75 REG -0.28 -0.28 0.00 0.00 0.29 0.18 0.47 11.48 0.55 -0.80 W001 CPF Risk Modelling CG IMP 1.31 -0.32 REG -0.04 -0.04 0.32 0.00 0.13 0.16 0.28 11.76 0.84 0.04 G061 Integrated Regulatory Reporting CW BC 0.00 -0.21 REG 0.00 0.00 0.00 0.00 0.00 0.21 0.21 11.97 0.21 0.25 G055 Transactional Monitoring System RH DEV -1.45 -0.38 REG -0.13 -0.10 -0.13 -0.03 0.14 0.11 0.25 12.22 0.56 0.81 Infrastructure P142 B2B Mortgage Ops RD BC -0.33 0.00 INF 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12.22 0.00 0.81 P140 BDI Campus RD BC 0.00 -0.51 INF 0.00 0.00 0.00 0.00 0.15 0.35 0.51 12.72 4.96 5.77 P132 Evolution of HR & Payroll Systems RD DD -0.24 -0.21 INF 0.00 0.00 0.00 0.00 0.08 0.13 0.21 12.93 1.02 6.80 P141 UFSS Release Management Blueprint RD IMP -0.05 -0.09 INF 0.00 0.00 0.00 0.00 0.00 0.09 0.09 13.02 0.09 6.88 Non Regulatory 1. Projects with one or more 'green' scores (see note C below) and/or projects baselined Baselined 1 1 Mortgage Systems Review: Performance, Monitoring & Testing (Note E) CG - 0.00 0.00 5 1 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.02 0.00 6.88 2 3 R034 Build Mortgage Telephony Unit RH IMP 10.02 0.04 4 3 3 7 0.24 0.23 0.55 0.01 0.14 0.06 0.20 13.22 0.71 7.59 3 NEW R034 DMS Transition RH DD 0.78 0.05 4 8 2 7 0.21 0.00 0.00 0.21 0.01 0.15 0.16 13.37 0.20 7.79 4 4 C079 Personal Loan Project RH IMP 1.63 0.35 1 6 1 19 0.63 0.63 0.72 0.01 0.06 0.22 0.28 13.65 0.53 8.32 5 6 L131 Lifetime - Monthly Income Mortgage CG DD 0.42 -0.16 4 9 8 7 0.03 0.03 0.03 0.00 0.14 0.04 0.19 13.84 0.34 8.67 6 2 P123 Mortgage End 2 End - retail only RH DEV 11.05 -0.44 3 2 14 13 3.14 0.80 3.14 2.34 2.96 0.62 3.58 17.42 5.19 13.86 7 5 R038 Online Development of Retail Sites RH DEV 1.06 -0.65 2 7 20 17 0.16 0.17 0.26 -0.02 0.02 0.79 0.81 18.23 1.00 14.86 8 8 C090 B&B Lending RH DEV -0.34 -0.60 5 21 18 1 -0.01 -0.02 0.00 0.01 0.23 0.36 0.59 18.82 1.26 16.11 9 9 G059 Lending MI End State CW DD -0.86 -0.74 5 24 22 1 0.00 0.00 0.00 0.00 0.07 0.68 0.74 19.56 1.47 17.58 Not yet baselined 10 15 L151 Online Proposition Review CG BC 12.96 -1.21 5 1 24 1 0.00 0.00 0.00 0.00 0.00 1.21 1.21 20.78 1.21 18.79 11 12 C093 B&B Branded Lending RH BC 5.61 -0.28 5 4 11 1 0.30 0.28 0.00 0.02 0.00 0.59 0.59 21.36 1.02 19.82 12 11 P139 Sales Process Improvement RH DD 5.04 -0.73 4 5 21 7 0.00 0.00 -0.28 0.00 0.00 0.73 0.73 22.09 2.55 22.37 13 14 R041 Retail & Manufacturing Integration RH BC 0.00 -0.50 5 10 16 1 0.00 0.00 0.00 0.00 0.00 0.50 0.50 22.59 2.50 24.87 14 NEW R042 E2E Mortgages - Tactical Solution RH DD -0.77 -0.47 4 22 15 7 0.00 0.00 0.00 0.00 0.00 0.47 0.47 23.06 1.11 25.98 15 28 Development of New Niche Market Product CG CR 0.00 -0.63 4 10 19 7 0.00 0.00 0.00 0.00 0.00 0.63 0.63 23.68 0.63 26.60 TOTAL CASH COST £30m / TOTAL P&L COST £24.6m RankThisM RankLastM Strategic Score Lifecycle Ranking Factors Regno NPV Net Benefit 2006 Exco member P&L Costs Cumulat iveP&L Costs Cash Costs Cumulat ive Cash ByNPV 2006 Funding Constraints ByNet Benefit 2006 By Strategic Score Revenu eCosts Depreci ation Phase Gate Operati ngPlan 2006 Total Benefit Ranking 2006 Benefits Varianc e Theme 2 - Control Change & think ‘end to end’ Published with permission - www.bpgroup.org - October 2009
  • 10. 11 Accelerated OperationsAccelerated Operations Performance ImprovementPerformance Improvement FrameworkFramework Theme 3Theme 3 Standardise,Standardise, Consolidate & Simplify CycleConsolidate & Simplify Cycle Best Practice Standards Team as a Small Business Performance Laboratories Spans of control Process Coaching Performance Metrics SmartPack Performance Intervention SOURCE: W D Scott Consulting (Copyright) Published with permission - www.bpgroup.org - October 2009
  • 11. 12 How did we do it?How did we do it? Theme 3Theme 3 -- Performance InterventionPerformance Intervention Established aEstablished a Performance ManagementPerformance Management Office:Office: Financial & ResourceFinancial & Resource PlanningPlanning Performance AnalysisPerformance Analysis PerformancePerformance ImprovementImprovement Change ManagementChange Management Proved a highly effectiveProved a highly effective intervention model tointervention model to drive improvementdrive improvement PerformancePerformance EntityEntity • Planning • Performance • Improvement • Change Management BusinessBusiness (Core(Core Operations)Operations) INTERVENTION PHASES • Directive • Collaborative / Mentored • Participative • Owned Published with permission - www.bpgroup.org - October 2009
  • 12. 13 How did we do it?How did we do it? Theme 3Theme 3 -- Best Practice StandardsBest Practice Standards Established ProcessEstablished Process Partnership with WD ScottPartnership with WD Scott Adopted benchmarkedAdopted benchmarked ‘‘bestbest practicepractice’’ process standardsprocess standards Customer Experience centricCustomer Experience centric Established process controlsEstablished process controls Measured performanceMeasured performance againstagainst ‘‘idealideal’’ standardstandard Identified gaps, key causesIdentified gaps, key causes Defined solutionDefined solution Made the improvement realMade the improvement real ProcessProcess Trigger OutputsInputs InspectionInspection Process Analysis Resource Planning Process Standards PreventionPrevention ControlsControls Why? Standard Actual Published with permission - www.bpgroup.org - October 2009
  • 13. Defined ‘end state’ customer principles e.g. Conformance to ‘standard’ Processing ‘batches of one’ No ‘hand offs’ Error free input Same day completion Communicate the sustainable step changes towards the ‘desired end state’ Operating Model 1. NOW1. NOW 2. WHERE2. WHERE 3. HOW3. HOW ‘As Is’ State Desired End State TransitionTransition UndefinedUndefined ‘‘As IsAs Is’’ StandardisedStandardised ‘‘As IsAs Is’’ ImprovedImproved ‘‘As IsAs Is’’ RedesignedRedesigned ‘‘End StateEnd State’’ Best PracticeBest Practice How did we do it?How did we do it? Theme 3Theme 3 –– End State PrinciplesEnd State Principles Published with permission - www.bpgroup.org - October 2009
  • 14. 15 How did we do it?How did we do it? Theme 3Theme 3 -- Performance MetricsPerformance Metrics Defined theDefined the ‘‘rightright’’ metrics tometrics to deliver process intentdeliver process intent Firstly theFirstly the customercustomer experienceexperience Then processThen process effectivenesseffectiveness Followed byFollowed by serviceservice And only then,And only then, efficiencyefficiency Build aBuild a ‘‘customer journeycustomer journey’’ centric environmentcentric environment Provide QuotationProvide QuotationProvide Quotation CustomerCustomer ExperienceExperience EffectivenessEffectiveness ServiceService LevelsLevels EfficiencyEfficiency Published with permission - www.bpgroup.org - October 2009
  • 15. Established ‘process coaching’ roles’ 1:2 team ratio Coach for process conformance, then improvement, innovation and customer excellence Eliminate causes of process input and output waste Engage everyone in improvement Coaching for Improvement Manage up or out Performance Entity Business Unit Team 15 Team 15 Team Manager Team Manager Process Coach Module Manager Planning Improvement Performance How did we do it?How did we do it? Theme 3Theme 3 –– Process & Performance CoachingProcess & Performance Coaching Published with permission - www.bpgroup.org - October 2009
  • 16. 17 How did we do it?How did we do it? Theme 3Theme 3 -- Team as a Small BusinessTeam as a Small Business Each team is regarded as aEach team is regarded as a ‘‘small businesssmall business’’ The team thinks throughThe team thinks through business fundamentals (Why,business fundamentals (Why, What, How)What, How) Then works through plans,Then works through plans, targets and budgetstargets and budgets Rewards are closely linked toRewards are closely linked to performanceperformance Each team measured onEach team measured on customer scoreboardcustomer scoreboard Customer focus daysCustomer focus days Process Coach Team Manager Team Members BUSINESS:BUSINESS: DIRECTION BUDGETS TARGETS TEAM:TEAM: PLANS BUDGETS TARGETS Rewards &Rewards & RecognitionRecognition Published with permission - www.bpgroup.org - October 2009
  • 17. 18 How did we do it?How did we do it? Theme 3Theme 3 –– Leading the WayLeading the Way Fundamental shift in leadershipFundamental shift in leadership behavioursbehaviours Right people leading the chargeRight people leading the charge Invested in training ,Invested in training , development and assessmentdevelopment and assessment ‘‘Partners in ManagementPartners in Management’’ Moments of TruthMoments of Truth Honorable LeadershipHonorable Leadership Doing what is says on the tinDoing what is says on the tin Consistency of word and actionConsistency of word and action All levels and all ranksAll levels and all ranks www.partnersinmanagement.co.uk The Intrapreneurial Manager CMi Masters Level 7 Qualification RIDFEAR ® Coaching change, Leadership skills The Forum Think Tank for Leaders & Managers Published with permission - www.bpgroup.org - October 2009
  • 18. 19 What were the results?What were the results? 48% reduction in the number of roles48% reduction in the number of roles ………….. 20032003 ActualActual 20042004 ActualActual 20052005 ActualActual 20022002 ActualActual 20062006 ActualActual 1,288 1,134 792 673 No. of Roles in OperationsNo. of Roles in Operations Resources linked toResources linked to business volumebusiness volume demanddemand -- ‘‘no fatno fat’’ Large reduction inLarge reduction in management,management, performance monitoringperformance monitoring and casual workersand casual workers Increasingly movingIncreasingly moving away from fixed toaway from fixed to flexible hours of workflexible hours of work Industry ProcessIndustry Process definitions anddefinitions and standards establishedstandards established and maintained throughand maintained through WD Scott ProcessWD Scott Process PartnershipPartnership 594 …. 15% reduction on previous year… 48% reduction over 3 years……. Published with permission - www.bpgroup.org - October 2009
  • 19. Source: Group Ops Finance & Planning Jan. 2005 Complaints Received (Monthly) 0 100 200 300 400 500 600 700 Volume Savings Complaints Lending Complaints The results so far : Customer complaints Published with permission - www.bpgroup.org - October 2009
  • 20. Source: Operations Transformation Performance Tracking; 100 90 80 70 60 50 40 30 20 10 0 ResourceUtilisation/Efficiency(%) Dec05 Advice Processing Branch Processing Tax Free Savings Savings Processing Corres Redemptions Securities Retention & Add Lending Property & Insurance Savings & Advice Support Mortgage Operations Sept03 The results so far : Staff efficiency Published with permission - www.bpgroup.org - October 2009
  • 21. 22 What were the results?What were the results? Significant improvement inSignificant improvement in resource utilisationresource utilisation Matching resources to workMatching resources to work traffictraffic Active resourceActive resource managementmanagement –– multi skilledmulti skilled Doing the right things rightDoing the right things right Higher focus on customerHigher focus on customer value adding activitiesvalue adding activities Desire to remove barriersDesire to remove barriers and obstacles forand obstacles for excellenceexcellence Continuous improvement isContinuous improvement is aa ‘‘way of lifeway of life’’ MortgageMortgage OperationsOperations RetailRetail OperationsOperations DirectDirect OperationsOperations BeforeBefore AfterAfter Published with permission - www.bpgroup.org - October 2009
  • 22. PMO ROps CRels OverallMOps Very Satisfied Quite Satisfied Very Dissatisfied Quite Dissatisfied The results so far : Staff Satisfaction Source: Operations quarterly staff satisfaction surveys 57 47 63 79 66 2005 PMO 94 ROps 94 CRels 84 Overall 87 MOps 79 2007 Published with permission - www.bpgroup.org - October 2009
  • 23. Channels Online Teller UFSS CBAS (Mortgages) InvestmentSystem (Savings/CashISA) LISA (non-cashISA) PCS (PEP) Quasar (PEP) Equifax Experian CoreAdminGroupSupportDistribution Millennium (GL) NatWest FNBC BankOne BoNY Toronto Dominion HSBC Reuters Bloomberg Cyborg (HR/Payroll) SalesSupport CIF (Customer Index) CHAPS Omiga Manufacturing) Ecross ISAAC CLOE Sales Tools, e.g. Mort. Brain (MBL) ExWeb CTP Central Sales PCMS (Comm’n Tracking) TeamTrack (Compliance trending) Querix (sales mgt) 3rd Party Mortgage SuppliersBACS TMS/Simcor (Treasury) Musketeer (Treasury) HATS Post only Branches Mortgage OperationsTelephony XP V4 Desktop NT V2 Laptop NT V3 Laptop NT V2 Desktop NT V3 Desktop NT V3 Desktop Infrastructure Group Support NT V2 Desktop NT V3 Desktop V1 Laptop V2 Laptop V3 Laptop AMS NT Desktop AMS NT Server NT Server High Risk Medium Risk Low Risk Legend Online Omiga Retail XP V4 Desktop Network Flexible broadband technology IT Architecture Q1 2007 The results so far : Published with permission - www.bpgroup.org - October 2009
  • 24. 2005 2006 2007 Application Rationalisation Upgrade Network: WAN, Branch LAN, Server Consolidation Mainframe UpgradeMainframe: Positioning New deskPC’s Retail project: Branch refresh New Server Build Remove obsolete mini computers Upgrade Computer Rooms Removal of Laptop Factory Agency Refresh Ongoing Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 2008 Next server Next PC Central sites Project: 50% Server Refresh Upgrade Internet Infrastructure Telephony infrastructure upgrade LAN cabling upgrades as required Qtr 1 Qtr 2 Qtr 3 Qtr 4Qtr 1 Qtr 2 Qtr 3 Qtr 4 Central sites Project: Desktop refresh 1. Replace obsolete I.T. 2. Improve Efficiency 3. Mitigate Risks 4. Enable business growth Principle IT goals 3 Year IT Investment Programme The results so far : Published with permission - www.bpgroup.org - October 2009
  • 25. Source: Group Ops Finance & Planning Jan. 2006 £152m 2002 actual £124m £136m £147m Reduction of £12m on previous year.. ..£28m over last 3 years 2003 actual 2004 actual 2005 actual Group Operations Costs 2006 (£m) The results so far : ....Whilst business growth of 18% Published with permission - www.bpgroup.org - October 2009
  • 26. 40 45 50 55 60 65 70 Costincomeratio(%) Cost Income Ratio The results so far : Published with permission - www.bpgroup.org - October 2009
  • 27. Key Learning……. Senior Executive commitment and regular oversight Technology is not the silver bullet its at the end of the process not the beginning choose the investments wisely Choose your interventions carefully - successful execution is the key currency, words are cheap Getting the pace right - Companies have a capacity for absorbing change move too fast and change will be rejected staff love to feel competent, perception of unrelenting change undermines this Think and act systemically Consistent, clear and frequent communication to all staff Focus on achieving conformance and be seen energetically maintaining it This programme was always a customer experience programme Published with permission - www.bpgroup.org - October 2009
  • 28. 29 Key success factorsKey success factors…… It hasnIt hasn’’t been easy BUT it has been worth whilet been easy BUT it has been worth while…… CommunicationCommunication needs be consistent and clearneeds be consistent and clear PersonalPersonal objectivesobjectives need to be aligned up and down theneed to be aligned up and down the structure linked to common aims across the companystructure linked to common aims across the company Defining and managingDefining and managing accountabilitiesaccountabilities and take correctiveand take corrective actionaction -- do something mentalitydo something mentality Management byManagement by variationvariation not by averagesnot by averages AchievingAchieving stabilitystability andand ‘‘energeticallyenergetically’’ retaining itretaining it Ensuring that everyone appliesEnsuring that everyone applies continuous improvementcontinuous improvement toolstools and techniquesand techniques The change inThe change in managementmanagement behaviour isbehaviour is criticalcritical to changeto change CUSTOMER EXPERIENCE CHANGES WHEN PERFORMANCE &CUSTOMER EXPERIENCE CHANGES WHEN PERFORMANCE & CULTURES CHANGECULTURES CHANGE That changes ONLY WHEN MANAGEMENT BEHAVIOURS CHANGEThat changes ONLY WHEN MANAGEMENT BEHAVIOURS CHANGE Published with permission - www.bpgroup.org - October 2009
  • 29. 30 Respond to the Volatility & ChaosRespond to the Volatility & Chaos Despite banking crisis and its impacts......Despite banking crisis and its impacts...... Operations strong even todayOperations strong even today –– ranked & accredited byranked & accredited by Standard & PoorStandard & Poor’’s in 2009s in 2009 due to these standardsdue to these standards Established Customer Excellence cultureEstablished Customer Excellence culture -- keep raising barkeep raising bar Demand led businessDemand led business –– offers cost flexibilityoffers cost flexibility and prudenceand prudence Change management control offersChange management control offers responsive Operationsresponsive Operations not a reactive onenot a reactive one Operations acts as backbone in times of challenge and crisisOperations acts as backbone in times of challenge and crisis offeringoffering service certaintyservice certainty and leadership strength to thoseand leadership strength to those that touch your daily andthat touch your daily and regular customer interactionsregular customer interactions Many of these techniques from WD Scott and Partners inMany of these techniques from WD Scott and Partners in Management are easy to install andManagement are easy to install and dondon’’t cost the eartht cost the earth Bring theBring the purpose, processpurpose, process andand peoplepeople together to achievetogether to achieve performanceperformance Published with permission - www.bpgroup.org - October 2009Published with permission - www.bpgroup.org - October 2009
  • 30. Thank you for listeningThank you for listening Questions?Questions? Comments?Comments? Published with permission - www.bpgroup.org - October 2009