This document introduces New Change Management (NCM) as a tool for financial organizations to regain confidence after the global financial crisis. NCM is a comprehensive methodology consisting of 4 components - methodology, process, governance, and policy. It helps financial institutions distinguish themselves by improving solvency, operational performance, stability, and sustainability. The 12-step NCM process and implementation of governance are described as ways to manage both planned and unplanned changes. Benefits of NCM include increased shareholder value, compliance, and operational performance.

1. New Change Management
(NCM)
for
Financials
d
te
us
Tr
&
lid
Frans Swart
So
E: frans.swart@ordina.nl
Be
M: +31(0)640184900

2. THESIS
For Financial Organizations it’s more and more important to regain
confidence permanently.
Due to the lack of confidence caused by the financial crisis, it’s
urgent and necessary for Financial Organizations to be seen as a
solid and trusted company.
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3. SITUATION
• Global Financial Crisis
• Financial System comes to a halt
• World-wide recession
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4. COMPLICATION
General lack of confidence:
• in Financial Organizations
• in Rating Agencies
• in the Councel for Financial Supervision
• Between and amongst Financial Organizations
• In the stability of the world-wide Financial System
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5. WHY IS TO REGAIN CONFIDENCE IMPORTANT?
NCM leads up to sustainable confidence of:
• Clients and customers
• Businesspartners
• Shareholders
• Financial Market
• Rating agencies
• the Council for Financial Supervision
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6. WHAT IS THE PURPOSE OF REGAINED CONFIDENCE?
NCM initiates -from the point of view of regained confidence- the
flow of money:
• Granting of credit from the capital market becomes much easier
and cheaper
• Public borrowing from Financial Organizations (e.g. mortgages)
is easily accessible
• Financial System recovers
• “Real” €conomy recovers
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7. STAND OUT IN THE CROWD!
Financial Organizations must distinguish themselves permanently
from another, convincing and clearly in:
• Solvency
• Operational Performance
• Stability
• Sustainability
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8. HOW TO DISTINGUISH FROM ANOTHER?
Implement New Change Management (NCM) on strategic,
tactical and operational level.
Strategic
Tactical
Operational
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9. WHAT IS NEW CHANGE MANAGEMENT (NCM)?
New Change Management (NCM) is the ultimate tool to manage
permanently planned changes, as well as changes caused by
unforeseen circumstances and unexpected events.
New Change Management (NCM) is a comprehensive set of 4
components:
1. Methodology
2. Process
3. Governance
4. Policy
All 4 components together make a consistent entity at large.
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10. CHANGE MANAGEMENT (CM)
versus
NEW CHANGE MANAGEMENT (NCM)
Change Management NCM-New Change Management
“AS IS” “TO BE”
(there is no NCM) (after implementation)
Cost driven Value based
Process based
Function based
ProActive
Re-Active
Information (facts & figures)
Assumptions
Enterprise focus
Restricted focus
Integrated
Fragmented
Real-time, actual
Batch, afterwards
NCM = the ultimate tool to manage planned
CM = a tool to manage planned
changes, as well as changes caused by unforeseen
changes
circumstances and unexpected events.
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11. WHAT ARE THE DIRECT BENEFITS OF NCM?
NCM enables Financial Organizations to distinguish themselves
from another permanently, convincing and clearly in their:
• Solvency
• Operational Performance
• Stability
• Sustainability
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12. WHAT ARE THE ADDITIONAL BENNEFITS OF NCM?
In additition NCM contributes to:
• > Corporate Image
• > Creative ability
• > Adaptive ability
• > Innovative ability
• > Competitive ability
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13. HOW TO IMPLEMENT THE NCM PROCESS IN 12 STEPS
Communication & Kick-Off
Awareness
Sense of
3. 4. 5. 6.
1. 2.
urgency
Implement Governance:
Design
• Strategic level Create/review NCM Identify, qualify and
Install
Organizational
Risk Measurements
• Tactical level quantify Impact
Governance
Support Enterprise Policy
and Provisions
• Operational level
12.
Commitment
Empowerment
Identify planned
Implement Risk changes and
NCM
Measurements and changes caused by
Alignment Audit & Control
Operational
Provisions unforeseen circumstance
unexpected events
7. 8. 9. 10. 11.
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14. HOW TO IMPLEMENT THE NCM GOVERNANCE
Recommended NCM Governance & Organization
NCM
Internal Audit & Control
Portfolioholder
Board of Directors
LEGAL & COMPLIANT MANAGEMENT
NCM
Enterprise-wide
Stakeholders
New Change Management (NCM)
INTERNAL AUDITOR (IAD)
MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT
MANAGEMENT
RISK MANAGEMENT
BUSINESS CORPORATE BUSINESS BUSINESS CORPORATE
BUSINESS
UNIT STAFF UNIT UNIT ICT
UNIT
STRATEGIC
NCM Process
Management
NCM Manager NCM Manager NCM Manager NCM Manager NCM Manager NCM Manager
TACTICAL
NCM TEAM
NCM TEAM NCM TEAM NCM TEAM NCM TEAM NCM TEAM
NCM
OPERATIONAL Process
Execution
External Auditor
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15. HOW TO DEVELOP A NCM ENTERPRISE POLICY?
Create, define and/or review the revailing NCM Enterprise-wide
Policy. Distinguish your Financial Organization from another by
setting up your unique enterprise-wide ambition level for all
following business domains:
• Legal & Compliance
• Risk Management, including Information Security & Business Continuity
Management
• Codes of Conduct
• Best Practices
• Financial Control & Reporting
• Auditing
• …………………….. 15

16. WHAT CONTAINS THE NCM METHODOLOGY?
NCM Integrated Strategy & Approach
en in
M
M
em ha
R gem
a
an
t
iis me
sk e
ag C
a
ag
Key Business
an ly
e
M pp
Functions & Services
Su
nt
t
Business
Processes
(logistics)
Business
Information/Data
(logistics)
Le Ma
Le Ma
ga na
al ag
l & ge
t
en ent
Co me
om n
m
e
gn gem
pl t
li
lia
A na
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a
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M
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17. NCM BENNEFITS AFTER SUCCESSFUL IMPLEMENTATION
NCM contributes to the added
value for shareholders by means
of compliancy, alignment and Added Value for
Increasing development
Shareholders
prevention as well as by an of Business Knowledge and
efficient and reliable operational Business Inteligence
performance of the business. Performance improvement by means
of value-based management
Operational
Improves the allocation of economical capital
Performance
Improves and secures the enterprise image
Integration of Business Services, Supply Chains and CRM
Compliance Integration of Risk, Supply Chain and Compliant & Alignment Mgt.
and Prevention
Achievement of enterprise-wide Best Practices
Reliable, efficient and effective business/ICT processes and ICT systems
Continious identification and evaluation of events and changes that affects the
Business
Compliance with Corporate Governance conventions, law & regulation and Info. Security Code
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18. “I have my shop under
control, and I can prove it
.
t Ri
to my Shareholders, the M Mg sk
NC ant N
Market, my Customers and M CM
i an
pl
the Councel for Financial ag
m
Co em
Supervision” en
t
Enterprise
Governance
.
gt
Al M
M
NC me
i g gt
Ch M
n
M nt
n.
ai
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IC S
De ev Bus
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liv ice in
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qu us me
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y ro s
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Re th B lign
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Po al u rtf uct
Re Bu
wi T a
rt f e t ol
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IC
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ICT Business
Governance Governance
Bu
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an s
an
rfo ICT
si
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(C
rm es
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NCM:
(A
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Enterprise-wide
Pe Bu
C
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O
(continuous) R
R)
)
New Change
18
Management

19. COMPLICATION
I don’t have a clue where to begin with NCM? :
• Methodology
• Process
• Governance
• Policy
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20. CONTACT ORDINA!
Ordina, Finance Consulting department
• Phone: +31 (0)30 663 8113
• Fax.: +31(0)30 663 811
• Cell phone: +31(0)640184900
Email Ordina
• E: Monica.Snijkers-Krahmer@Ordina.nl
• E: Frans.Swart@Ordina.nl
Further information free of obligations:
• NCM leaflet
• NCM on-site presentation
• NCM informative conversation
• NCM offer conversation
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