Oplæg fra 23. oktober 2014: Effektive forretningsprocesser sikres gennem agil it-udvikling?

1. Processes at Nykredit
CFiR: Inspirationsdag om forretningsprocesser og agil it-udvikling
2014-10-23
John Nielsen, Analyse og metode
jnie@nykredit.dk

2. The process challenge from a historic perspective
Number of processes increase
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• Adding business areas, customer segments and products
Complexity in processes increase
• The number of IT solutions increases
• Legal requirements affecting processes
• Organizational changes do not always mean simpler processes

3. Process work - How it used to be
• Process development primarily carried out in connection with IT
projects
– Process training available only in IT – focus on process mapping
• Process methods centered around swim lane diagrams
– Roughly the same methodological approach used
– Uneven levels and different notations
• Process approach based on inside-in view
– How can we do wwhhaatt wwee ddoo bbeetttteerr??
– Focus on who is doing what in a process
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4. Today - Process awareness increases in the organization
• Top level management have increased process focus
– Shorter, simpler processes and standardization of processes
– Increased customer orientation and digitization in processes
• Organizational units with process responsibility
– Multiple process units – process development and maintenance –
participating in projects and building competences
– Process controlling and process ownership introduced
• Process kknnoowwlleeddggee sshhaarriinngg
– Process documentation is aligned and centralized (work in progress…)
• New ways of working with processes is being evaluated
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5. General expectations for the future of finance processes
• Increased digitization of processes
– We have more employees per customer in Denmark than the rest of the
Nordic countries
– Cost per customer must decrease to be competitive
• Increased number of self service processes
– Processes that the customer understands, provides value and leave a good
customer experience… and are available on multiple platforms
• Change in the way we wwoorrkk wwiitthh pprroocceesssseess
– Shorter process projects – we have to deliver value more frequently
– Change of process paradigm
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6. Process paradigms
• Inside-in:
– How can Nykredit be more effective in it’s
business operations?
Where we focus?
Where do we look
for business drivers?
Inside (centered in
our internal context)
Outside (to a
broder context)
In (our own context) Inside-in Outside-in
Out (to a broader
context)
Inside-out Outside-out
• Inside-out:
– How do we approach the customers in
Nykredit's processes?
• Outside-In:
– How and when does Nykredit appear in the
customer’s processes?
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• Outside-out:
– Understanding the customer's context. Is there
some "contexts" Nykredit should be part of?

7. Process paradigms
• Inside-in:
– How can Nykredit be more effective in it’s
business operations?
Where we focus?
Where do we look
for business drivers?
Inside (centered in
our internal context)
Outside (to a
broder context)
In (our own context) Inside-in Outside-in
Out (to a broader
context)
Inside-out Outside-out
Been there, done that, it works
well. Still a very relevant
approach
• Inside-out:
– How do we approach the customers in
Nykredit's processes?
• Outside-In:
– How and when does Nykredit appear in the
customer’s processes?
We are improving here, but we
haven’t quite found the best
way of doing this yet
Some of us have been talking
about this for the past years…
It is emerging in Nykredit
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• Outside-out:
– Understanding the customer's context. Is there
some "contexts" Nykredit should be part of?
I don’t think we are quite
ready for this yet. We need to
improve in other areas first

8. Competence challenge
When working with processes
Do we contribute with greater insight
to what Nykredit is, what Nykredit
consists of and how Nykredits parts
interact?
Do we contribute to a greater
understanding of the customers we are
servicing and how our services appears
in the customer's total solution?
or
Design the processes from an
(internal) optimization angle
Using methods like Lean, process
mapping, etc.
Design the processes around the
customer experience
Using methods like Customer Journey
Map, Personas, etc.
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’Customers do not appear in our processes,
we appear in their experiences’
Chris Potts, recrEAtion, 2010

9. Methods to design a customer oriented process
• Understand the customers
– Demographics/statistics do not provide rich enough
insight. Use e.g. personas
Personas (example)
• Understand customer preferences
– Ask the customer! Surveys, labs, etc.
• Understand customer process
– Use e.g. customer journey map
Customer process: 'new home'
Unfortunately mortgage
lending is a late step in the
customer journey - can we
meet the customer earlier in
the customer journey?
Nykredit proces:
'mortgage lending'
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10. Points to take home
• Process work requires management attention
– Just like anything else you want to give focus in your organization
• Primary drivers for future processes
– Cost reduction
– Improved customer experience
• You don’t get anywhere without the right competences
– Just because you can read a swim lane diagram doesn’t mean you can produce one
– Competence is not static, you must continually add new competences
Always choose the right method • ffoorr tthhee rriigghhtt ttaasskk
– Do not use the same approach to all challenges. Create pick and pack methods and
facilitate the process development initiatives in using the right approach... and be
there!
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11. Questions?