Business Process Excellence For Financial Services

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Business Process Excellence For Financial Services

  1. 1. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITYWho Should Attend? Attendees will represent financial services companies including:Heads of IT, Data andInfrastructure including:  Retail banks  Asset management  Investment banks firms  CIO / COO / CTO / Director  Private banks  Investment vehicles  VP / Heads of Re-engineering  Commercial banks  Trading houses  VP / Heads of / IT Director  Insurance companies  Clearing and settlement  Chief Architects  Pension funds houses  VP / Director of Operations  Loan and financing firms What did delegates say about IQPCs 2011 Business Process Excellence for Financial Services forum?Business Process, Transformation, “Valuable tools and approaches to increase BPM adoption.Improvement & Operational Unit Heads Excellent networking opportunities.”including: Director IT Architecture, Nationwide Insurance  VP/Head of  VP/Head of BPM Process Excellence  VP/Head of “Extremely valuable!”  VP/Head of Lean/Six Sigma Process  VP/Head of Bank Vice President, Citigroup Management Services  VP/Head of  VP/Head of “I think IQPC provides excellent opportunities for Business Process Enterprise  VP/Head of Architecture conferencing, learning and interacting with peers etc in the Change Delivery  VP/Head of area of strategic change and transformation including  VP/Head of Business supporting methodologies, models and tools AND sharing Service Quality Transformation experiences! Being in the USA for this event was a new  VP/Strategy and  VP/Head of Operations Process experience for me after participating on some occasions Transformation already in London. Interesting, a little different, yet much also similar.” Senior Transformation Manager, Nordea
  2. 2. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITYMonday, 17th April 2012: PRE CONFERENCE WORKSHOPSWorkshop A 09.00 – 12.00 Service Oriented Architecture and Business Process Management: A Comprehensive Approach toBusiness Performance  Ensuring sustainable ROI through your implementation efforts with BPM and SOA best practice  Achieving the most productive integration between BPM and SOA programs across your business through technology, methodology, and governance  Optimization of project delivery methodologies and approaches to maximize process consistency and delivery efficiency  Defining common metrics, goals and strategies to achieve optimal business enablement  Continuously capturing feedback data and identifying improvement opportunities to sustain the changeWorkshop B 12.30 – 15.30 Technology as an enabler: Business Process Management Suites (BPMS) and how to leverage themto best support process management approaches  Driving BPM to deliver increasing levels of business value  The different BPM technologies available, the key differences and the benefits for your programme  The different delivery platforms (Cloud, opensource, software etc) and the opportunities and risks associated with each  How to get the most out of your technology investment: leveraging BPMS as an critical enabler to process understanding, management and controlWorkshop C 16.00 – 19.00 Defining the value of process excellence using measurement: Establishing the metrics and KPI’sthat best fit you and your organisation  How to use metrics in your processes  Establishing a BPM metrics approach  Using metrics to measure process improvements  Quantitative vs. qualitative measurements: finding the right balance  Techniques for quantifying non-quantitative measurements  Reporting value and BPE programme ROI: what does success look like?
  3. 3. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY TUESDAY APRIL 17th 2012: CONFERENCE DAY 108.00 - 08.30 Registration and refreshments08.30 - 08.40 Chairpersons opening remarks08.40 - 09.20 Creating and sustaining business value – and growing revenue - through business process excellence programsOPENINGKEYNOTE  What are the critical capabilities needed to develop an integrated, enterprise-wide process excellence approach to improve business agility and seize and sustain growth opportunities?  What are the top ROI opportunities that can be exploited to drive value and accelerate time-to-outcome?  How new strategies and technologies can be utilized to prevent capital leakage  Transitioning your process excellence strategy from cost-out to revenue growth  How can process excellence ramp up revenue growth while increasing control and reducing risk?9.20 – 10.00 Process re-engineering and development: Designing the perfect process model for your business  Using process modelling to move form ‘As-is’ processes to designing future process states  Starting with the end in mind: Weighing up different factors and goals when modelling future state processCase Study across the business  How to most effectively leverage the latest modelling tools to predict and ensure optimal business results form business process improvement and management implementations10.00 - 10.30 Coffee & Networking Structured 1-1 meetings10.30 - 11.10 How processes drive business performance: Why is Business Process Management critical for organisations today?Vendor  What’s driving the organisational agenda? And how does BPM support that?  What’s happening at C-suite/business level that is making BPM important?  The evolving nature of BPM: Where are we today and where do we need to be tomorrow?  Why is the business coming to an understanding of BPM? And what can BPM do for the business?  Defining the end goal and guiding the journey. What does true enterprise process maturity look like?
  4. 4. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY11.10 – 11.50 Leveraging business-driven enterprise solutions to drive transformation programs to successful delivery  Large-scale change vs. continuous improvement: translating strategy into enterprise-wide implementation  Delivering sustainable, broad-scale enterprise process improvement: creating the frameworkCase Study  Re-engineering end-to-end, customer facing processes: connecting the dots between strategy, process, operations and IT  Bridging the gap between business and technology by integrating and aligning BPM with IT practices  Using BPM systems to rapidly enable transactional processes, enhance customer delivery and deliver sustainable and immediate improvements in workflow. Ben Mellett , VP, Strategic Initiatives, Retail and Business Banking, CIBC11.50 – 12.50 Lunch & Networking Structured 1-1 meetings12.50 – 1.20 Based on specific technology needs and key areas for investment from the community, quick fire test drives will run in parallel for all attendees in the exhibition hall. Demonstrations and product outlines will be delivered at the sponsors exhibition stand and included on the official agenda.Technology TestDrives Technology/product demo slot is available for the following areas:  Process mapping / Process modelling  Workflow management software  Data visualisation/dashboarding  Business Activity Monitoring (BAM)  Business/operational Intelligence  Cloud based BPM  Case management  Document Management  Project and portfolio management  Case management  Social BPM1.20 – 2.00 Removing barriers to change: Creating a sustainable Systems of measurement: Leveraging and business process excellence culture interpreting metrics to optimize process improvements  Striking a balance: encouraging innovation to create  Calculating the true value of process excellence: a pull for improvement while driving change through Going beyond financial metrics the push from senior management  Choosing the right PEX metrics – those that are  Is change management a critical element of BPM?
  5. 5. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY How much effort and attention should be given to directly connected to strategy and performance managing change?  Quantitative vs. qualitative measurements:  Driving change to the corporate environment - and finding the right balance anticipating and dealing with the consequences  Using performance and process metrics to  Developing a strategy to gain buy-in from your change organisational culture workforce  Building internal connectivity and collaboration in a decentralised framework?2.00 – 2.40 Creating a customer driven business process Crossing the boundaries of functional silos to achieve architecture cross-functional collaboration with increased transparency and process optimization  Learn how to connect your data and analytics capabilities to define processes tailored to  Uniting business and IT improving your customer service  Using process-centric analysis to eliminate bottlenecks by focussing on end-to-end process and  Using SS to benefit the customer experience flow  Crossing the boundaries of functional silos to achieve cross-functional collaboration with increased transparency and process optimization  Removing costly and inefficient variation by deploying standardised processes and systems across the organization that retain the flexibility to adapt to varying levels of maturity2.40 – 3.10 Coffee & Networking Structured 1-1 meetings
  6. 6. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY3.10 – 3.50 Process Governance: Achieving process based MDM and BPM: Increasing the visibility and advantage in the current economic and regulatory accuracy of data for decision making across the climate organisation  Defining the responsibilities of process owners With increasingly complex, virtual and global  Overcoming the middle management hurdle: businesses, the quantity of data collected surrounding Achieving a culture change from the middle out into operations is not only increasing significantly, but the organization increasingly globally dispersed within virtual networks. This means, the need for Master Data Management  Engaging and training your middle managers to and real time business and process intelligence is create the infrastructure to achieve and sustain crucial in order to get an accurate picture of the continuous improvement organisations real time operations and support critical  Identify how your current process improvement tools decisions around operational and process can be uses and integrated smoothly into a broader improvement/management. BPM framework coupled with existing Enterprise Architecture and IT  What is big data? And why is data management important to Process and operational leaders?  Increasing the visibility and accuracy of data to aid intelligent decision making and increased responsiveness  Developing a process for creating and changing master data in applications3.50 – 4.20 Structured 1-1 meetings4.20 – 5.00 The PEAK PERFORMANCE challenge: How to stretch your individual performance to the limit and achieve excellence!Performance and Jim Steele is truly one of the most charismatic presenters in the business world today. Addressing organizations throughout the globe, Jim has the proven ability to deliver material that inspires, educates, and entertains. He isChange Keynote fascinated by the nature of peak performance and what to do to get this level and sustain it. So much so, that he has spent much of the last decade working with highly successful individuals from business and sport, seeking to understand not just what makes these people tick, but what makes them tick so much faster, stronger and longer. Jim is a tireless reader, gradually piecing together his own unique take on peak performance, particularly The Success System that Never Fails by W Clement Stone and Success Through a Positive Mental Attitude by W Clement Stone and Napoleon Hill as having been particularly influential. Jim has worked with around 40,000 delegates since his highly successful “Breakthrough to Peak Performance” book was published some 10 years and still inspires many high performing individuals in business.
  7. 7. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY His passion for excellence and results has led him to address audiences consistently every week across the globe, and his energy, insight and great sense of humor creates a massive impact whenever he in on stage. You will not fail to be inspired and realize in the moment what you can truly achieve. In this fascinating keynote discover, understand and learn; • How you can reach peak performance and achieve excellence in any role • What turns average performers into high performers • How to apply a structured but simple approach in your business that will make the real difference Jim Steele, International Speaker on Performance, Meta-Lucid17.00 Chairperson’s Day one Summary Close of Day and Networking Drinks
  8. 8. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY WEDNESDAY APRIL 18th, 2012: CONFERENCE DAY 208.00 - 08.30 Registration and refreshments08.30 - 08.40 Chairpersons opening remarks08.40 – 9.40 The new regulatory climate: The impact and implication of new regulatory powers on process excellence programsREGULATORPANEL  Helping your company protect itself and look good before the regulator: Using business process excellence tools to ease the regulatory load  Why compliance must be seen as part of a long-term process excellence strategy Invited regulatory agencies include: FSA Federal Reserve Bank FINMA9.40 – 10.20 Building future competitive advantage by taking a proactive approach to regulatory complianceCase Study  Leveraging the current regulatory climate as an opportunity to drive change  Creating a compliance culture: approaching compliance as part of an enterprise-wide process excellence strategy  Leveraging compliance synergies across the enterprise by formulating and designing fully integrated processes  Creating a risk awareness culture through training, communication and process improvement to minimize your continual expenditure  Optimising process frameworks to mitigate as well as measure operational risk Alan Demers, Vice President & Chief Quality Officer, American Express Company10.20- 10.50 Coffee & Networking Structured 1-1 meetings
  9. 9. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY10.50 - 11.30 Dynamic regulation, dynamic organization, dynamic processes: Leveraging BPM in the new regulatory climateCase Study  Uniting disparate technologies to create a coherent, efficient compliance architecture  Restructuring data flows to increase control and compliance  Assessing the impact of proposed process changes in order to prevent greater operational risk  Adopting a process-driven approach to data management and the execution of compliance practices to ensure that all appropriate checks and audit trails are in place and can be carried out in a streamlined, automated fashion  Increasing process integration and automation to o Improve accountability o Increase management visibility is increase o Enforce compliance policies o Improve alerts and audit trails Brenton D. Harder, Managing Director and Head of Operational Excellence, Credit Suisse AG11.30 – 12.10 Enabling operational intelligence for the responsive and agile enterprise: Combining process intelligence with business analytics for increased insight  Linking process to performance for increased insightVendor and Case  How well do you know your business? Linking business and real time operational intelligence into BPMStudy platforms for greater awareness and responsiveness  Are BI, OI and BAM stand alone disciplines or should they be integrated as part of the BPM process? How is best to manage this from an IT ownership and governance point of view?  What new platforms are now available that allow BI and BAM to feed into and create real time dash boards for use in Business process improvement and key decision making? How can these be used to best effect to optimise business value?  Linking business and operational intelligence information to complex event processing to solve operational anomalies quickly12.10 – 1.10 Lunch & Networking Structured 1-1 meetings1.10 – 1.50 Business Process And Beyond: Technology, Innovation And Agility  Enterprise BPM: Creating an global process architecture to support enterprise wide BPMSpecial Edition  In today’s increasingly complex global organisations is creating one enterprise architecture really possible?BPM Visionary And if so, what does it look like?  How do you move from a functional modularity and siloed frameworks to an enterprise system for Business
  10. 10. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITYPanel Process Management  Creating a enterprise architecture for optimal service delivery: Creating a true end-to-end process approach that links to SOA and the next level of customer orientated architectures  Creating uniformity across the organisation: Joining up data and information across different legacy technology and process infrastructures across the business1.50 – 2.30 Process Improvement and Risk Management: How to leverage Business Process Management to mitigate critical operational riskCase Study  What is the relationship between quality, BPM and risk management?  How can you integrate risk management tools into your BPE framework?  Assessing the level of risk in proposed process changes  Doing a risk assessment: where is the most operational risk in your business?  Developing appropriate analytical methods to determine leading indicators of risk so you can proactively address sources of risk and rapidly resolve continuing risk issues arising in your business2.30 – 3.00 Coffee & Networking Structured 1-1 meetings3.00 – 3.40 Taking a new look at your customers and stakeholders through the BPM lense This discussion session explores potential strategies and tools within a BPM framework for optimizing businessRoundtable processes with a focus on service delivery for your external and internal customers and stakeholders. How can BPMDiscussion Groups optimize the collection and analysis of customer/stakeholder data and process data to find the synergy for a continual growth and service plan?  Defining a customer focused data collection strategy to drive your business based on customer needs  How to engage staff to reform their thinking to a client-centric mindset  Seeing the customer and stakeholder benefit at the end of every process design to ensure you prioritize areas for future improvement based on maximum business impact  How to review your processes based on negative feedback
  11. 11. Leveraging the latest process excellence tools to increase control, enhance innovation, reduce risk and drive growth Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY3.40 – 4.20 Mapping your vision for the future of global process improvement: Where should you be focussing your continuous improvement efforts?Panel  Defining a Lean future for your business by first assessing your existing business model  Where should you be focussing your continuous improvement efforts?  Getting a clear picture of your programmes strengths and weaknesses  Driving higher productivity: what are the key tools you need now?  Examining core and non-core processes to optimise what you do best – and outsource the rest  Moving beyond Lean and Six Sigma: transforming your improvement management system4.20 Chairperson’s Closing Remarks Conference Adjourns

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