The Death Of The Dinosaurs
How To Transform Yourself Before Somebody
Else Does It….
Dr. A.P. de Bree MBA, FINtel 2008, Brussels.

Content
• Introduction
• The “Dinosaur Argument” (2001)
• Towards the Risk Intelligent Enterprise
• “Change” vs “Transformation”
• How to Self Assess your bank?
• How to split-up your bank?
• Unleashing the killer-apps
• What (or “who”) is next?
• Further reading and contactinfo…
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

Introduction

Introduction
• Tony de Bree:
– Technology Based learning: contracting
– IT: contracting/negotiating/strategy
– HR: strategy and new technologies
– M&A teams (Generale Bank)
– Merging units within AMRO
– Merger ABN and AMRO
– Investment Bank (back-to-front including Head of Global Custody BO) 1995-1997
• Network management
• Merger with MeesPierson
• JV with Mellon
– Corporate IT Strategy & Architecture: 1997-2001:
• Global Strategy of the Group (business and IT)
• Strategic consultancy and advice
• Venture Capital (.com companies)
• Ecommerce projects with Dutch clients
• European Ecommerce Projects
– Transformation and split-up of ABN AMRO Trust: 2001-2004
2001: Book On Future Of Financial Services And Especially The Impact Of New
Technology On Universal Banks using Quick Scans on current names.
– Global Program Manager Compliance after 9/11 (2005)
– Global Project Leader Business Risk Assessment Private Clients (2006)
– Transition Manager Global Due Diligence Management (2007)
– Separation and Integration Manager Fortis (2007-2008)
– Separation Manager ABN AMRO Retained (2008-)
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

The “Dinosaur”
Argument

The “Dinosaur”Argument
“Dinosaur”Argument:
• Bill Gates (1998): “large banks own dinosaur architectures that are not
flexible, too expensive and not future proof”.
• The end of the universal banking/BCG model (March 2000, FT) and the
need to split up because:
– No highly specialised expertise
– No focus: everything for everybody (muliple BUs, multiple countries)
– Not able to attract and keep top employees
– Not the right organisational characteristics (bureaucratic, internal focus etc)
– Not able to adapt themselves sufficiently and quick enough and therefore
** Not suitable for the new environment **
Challenge: how to transform yourself before
you become extinct.
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

The “Dinosaur”Argument
Results of our organisational Corporate Profiling in Europe (2001):
• UBS, Credit Suisse, ABN AMRO, ING, Fortis, Barclays
• “New meteorite”: the Internet & new technologies like Web 2.0 in
combination with the digitisation of banking products and services and
thus potential virtualisation of all business processes end-to-end.
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

Towards The Risk
Intelligent Enterprise

The Risk Intelligent Enterprise
• After the 11th of September 2001:
– From ‘Traditional’ Risk Management to ‘Regulatory Risk
Management’
– Focus on HOW results are obtained, not only on financials from the
past => using organisational scans
– Critical business processes are:
• Client-acceptance (KYC)
• Client-servicing
• Complaints-handling
• M.I.S.
• Continuous reporting to internal and external stakeholders
– Challenge: better client-servicing, lower costs and
lower risks (and compliance): “How to be compliant
while still having clients?”: AAT/eTrust (2001).
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

The Risk Intelligent Enterprise
What are the basic principles of ‘the Risk Intelligent Enterprise’?
• An organisational approach to risk, with a holistic view and using
(Quick) Organisational Scans
• New perspective on risk management processes and systems in response
to or pro-active actions towards the business environment:
– risk is the result of choices and decisions
– alignment of strategic decisions regarding organisational and individual
competencies including the ones of auditors and Risk Managers
– with the perspective of the network/ relationship organisation level view of
risk
– management of the organisational tangible and intangible
assets while optimising growth or survival opportunities
including data, information and knowledge/experiences of
staff/employees.
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

The Risk Intelligent Enterprise
What does this “Risk Intelligent Enterprise’ look like?
• It is flat, de-layered and flexible
• It has an agile, opportunity based structure/design
• There is hardly any difference anymore between “inside” and “outside” the
organisation
• It has flexible automated monitoring and prevention systems in place including
“electronic hooks” from Regulators
• It is using new web based and thin-technologies on a large scale
• Management is using “hyper-competition” and “extreme competition” strategy
models & automated scenario planning
• It has a culture of client-focus/client-centricity and collaboration: the
“relationship organisation”/”network organisation” similar to social networks
But how do we get there? With change, transformation or …
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

“Change” vs
“Transformation”

“Change”vs “Transformation”
S“
“AS-I
Traditonal approach of large Banks:change management.
You take the time with a step-by-step approach (including BPM)….
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

“Change”vs “Transformation”
And we keep on talking until everybody agrees…..but….
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

“Change”vs “Transformation”
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

“Change”vs “Transformation”
The Transformation/split-up imperative:
• There is no time for a step-by-step change management approach
because
• The problems in many large traditional banks are too great:
– The business model/the strategy
– The culture and inward focus
– The (IT) Systems
– The structure
– The quality and number of (senior) managers
– The missing organisational capabilities
– The missing organisational competenties
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

“Change”vs “Transformation”
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

How to Self-Assess your
bank?

How to Self Assess your bank?
How to self assess your bank (“Corporate Profiling” like in 2001):
• 7 connected elements of the Corporate Profile of your Bank
creating or destroying value:
– People & Skills
– Core goals and values
– Strategy
– Business processes
– Structure/design
– Systems (including reward systems and IT)
– Culture
• Step 1: Quick Scan Self Assessment and map the
results on the Transformation Grid
• Step 2: Take action: change, transform
or split up
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

How to Self Assess your bank?
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

How to Self Assess your bank?
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

How to split up your
bank?

How to split-up your bank?
Lessons learned and tips for splitting up a bank:
• Financial Services companies create value through Service Profit Chains in
networks leveraging network economics like in communities. The value is in the
network.
• Critical stakeholders:
– Clients
– Employees
– Partners
– Shareholders
• Critical intangible assets:
– Clients
– Employees (knowledge and experience)
– Network infrastructures
– Data, documents and knowledge about clients
– Reputation
– Time
“Split Up Value Is Always OVERESTIMATED, Split-Up
Costs Always Are Always UNDERESTIMATED”
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

Unleashing the
killer-apps

Unleashing the killer-apps
7 Killer-apps for large banks helping them to transform themselves:
• “Internal Monitoring And Intervention Systems” (Senior management,
compliance, risk, audit etc supporting the Risk Intelligent Enterprise).
• Using Web 2.0 within organisations to transform/split the company to become
agile, cut interaction & transaction costs & to become customer-centric.
• Merging of internal applications and external collaborative environments in real-
time to become client-centric.
• Step-by-step replacement of current “dinosaur” infrastructures where possible
(non-transaction) across silos.
• Standardisation of all user experiences connecting everybody to everybody (when
allowed) within the “organisation/networks”.
• Replacing traditional “workflow and BPM tools” and other
components with lite rule-based/knowledge-based applications
to connect the value network and the communities.
• In merger & split up programs and projects.
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

What (or “who”) is next?

What (or “who”) is next?
To be expected:
• More right offs also in insurance, life insurance and pension funds;
• More large banks breaking up themselves or split by new owners;
• Massive layoffs in Financial Services. Especially (senior) management;
• Increased implementations of SOA using Web 2.0 type of tools and applications;
• Organisations will more and more start to look like social networks and
companies like Paypal also under the impact of Extreme Competition;
• A few very large but automated infrastructural banks will survive globally
(payments, securities, financial engineered products/services);
• Increased implementation of knowledge-based systems and intelligent
systems in support of the Risk Intelligent Enterprise also by
Regulators and Governments;
• Large U.S. & U.K. banks will have to revisit their strategies.
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.

Thank You!
Further reading and contact
info…

Further reading and contact info…
My Personal Blog, Free Downloads & Contactinfo:
www.tonydebree.com
Coming up (2008-2009):
- “Banking Massacre” and
And…
- “Stress Management For Bankers”
- “Work-life balance for bankers”.
Dr. A.P. de Bree, “The Death Of The Dinosaurs”, Fintel 2008.