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BoC - MBA HR2
The document discusses the strategic planning process of Bank of Ceylon (BoC), the largest bank in Sri Lanka. It provides an overview of BoC's current operations and performance. It then outlines BoC's planning process, which involves analyzing the internal and external environment, setting goals and objectives at different levels from corporate down to individual branches, implementing plans, and monitoring performance. The planning process uses both a top-down and bottom-up approach. Challenges in the process include the global economic context, technology changes, aging workforce issues, and competition. Recommendations are made to address politics, introduce advanced planning tools, and use business intelligence systems.
BoC - MBA HR2
- 1. “From Good toGreat” Management Case Study - MBA/ HR/ 02
- 2. Current Status -Bank of Ceylon
- 3.  Established on1st August 1939  Leader in assets, deposits, foreign currency remittance  13 Subsidiaries and 5 associate companies.  Over 620 branches & 540 ATM network  Operated in United Kingdom, India, Maldives and Seychelles. Bank of Ceylon - Profile
- 4.  No.1 brandfor seventh consecutive years  Brand value Rs.38 billion in year 2015  Debt securities – 19 December 2008
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- 6.  Most fundamentalmanagement process  Managers must plan for future organizational direction and for unexpected events.  The plans should meet environmental changes and expectations of stakeholders.  Advantages – • Legitimacy and standard for performance • Source of motivation and commitment, • Guide resource allocation & action • Provide rationale for decisions Planning “Planning is the process of determining organizational goals and defining the means of achieving them” (Daft. L,2015).
- 7. Levels of Goalsand Plans Mission Statement Strategic Goals Tactical Goals Operational Goals Senior Management Middle Management Lower Management Internal Message Legitimacy, Motivation, resource allocation, guides rationale etc. External Message Legitimacy for investors, customers & suppliers
- 8. Organizational Planning Process 1.Develop the Plan  Define mission & vision  Set Goals 2. Translate the Plan  Define tactical plans & objectives  Develop strategy map  Define contingency plans and scenarios  Identify intelligence 3. Plan Operations  Define operational plans & objectives  Develop strategy map  Define contingency plans and scenarios  Identify intelligence 4. Execute the Plan  Management by Objectives  Performance dashboards  Single use plans  Decentralized responsibility 5. Monitor & Learn  Hold planning reviews  Hold operational reviews
- 9. Vision, Mission & Goals Internal Environment Analysis External Environment Analysis Strategy Implementation Control & Feedback Strategy Formulation 1.Global Economic Trends Oil Prices  Gold Prices  World Markets  Economic Power Shifts 2.Local Market Analysis 3.Competitor Analysis Qualitative Analysis  Employee Engagement  Branch Net Work Planning Process of BoC
- 10. 1. Resource allocation 2.Making Decisions 3. Accomplish overall goals of BoC 3 yr Corporate Planning  Rolling model  Budget incorporated  Budget for one year Corporate Planning Focus Corporate Planning Process of BoC Evolution of Progress of Existing Goals Discussions at Divisional Forum Board Approval Align with Vision and Mission Distribution of agreed goals to each DGM
- 11. Distribution of Settled Budged targetsto branch level Provincial Level Estimation Bank wide Initial Estimates Branch Level Initial Estimation Board Approval Bottom – Up approach in Budgeting Process Align with 1.Corporate Objectives 2.Regulatary Compliances 3.Industry Growth 4.Gavt.Policies Top - Bottom Approach Corporate Planning Process
- 12. Top Mgt – GM& BOD Deputy General Managers Assistant General Managers Chief Mangers & Senior Managers Branch Managers & Staff Bank’s Goals & Objectives Provincial Targets Branch Targets Individual’s Targets/ KPI’s Implementation Process
- 13. Head Office LevelProvince Level Annual Review – BoC Officials • At Head Office • Reported to AGM & DGM • Provincial AGM reporting their performance • on monthly basis Quarterly – BOD, H/O units DGM’s, AGM’s and Branch Managers • At province office • Reported to province AGM • All branch managers are reporting their performance • on monthly basis Monthly – BOD, H/O units DGM’s, AGM’s & Branch Managers Weekly – Corporate Management Based on the MIS Report Budget Actual Strategic Planning and Monitoring • At branch • Reported to Branch Manager • All Staffs are reporting their performance • on weekly basis
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- 15. Global economic context a.Fluctuation of Fed rate b. World financial market (Oil & Gold price, forex rates etc. Global Financial context Digitization, Changing landscape & Rise of Telco Intra-bank Aged cadre, Top strategists, Work with new technology Local Macro-economic context Competition, Government direction, Radical budget proposals
- 16. Limitations Human Resources related Bridgingthe technology gap Aging competency Integrated PMS Trade Union Henchmen System related Flexibility Innovation Decision making Being less competitive Delivery and technology Effectiveness of BMW team
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- 18. Recommendations Detach politics for businessgrowth & appointment based on Meritocracy Introduce comprehensive planning and policy setting tool Use of Business Intelligence Systems
- 21. References - Robbins, S.P., Judge, T. A. & Vohra, N. (2013). Organizational behaviour. (15 th edition). New Delhi: Pearson. - Daft, R.L. (2015). New Era of Management, New Delhi: South-Western Robins,S.P., Coulter,M., & Vohra , N.(2011). Management, New Delhi, Pearson publications. - Bank Of Ceylon (n.d.).Bank profile,corporate profile,financial highlights. Retrieved 10th January 2015,http://web.boc.lk/index.php?route=information/information & information_id=4
- 22. www.combank.net Presented by MBA INHRM 2015/17 GROUP NO.2 Ms. S.V.N Perera (2015/MBA/WE/HRM/14) Mr. L.D.R.S. Lankage (2015/MBA/WE/HRM/08) Mr. L. Havikkumar (2015/MBA/WE/HRM/04) Mr. Hiran Kularatne (2015/MBA/WE/HRM/07) Mr. M.M. Maddumabandara (2015/MBA/WE/HRM/09)
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