This document discusses the creation of a new organization called Global Trade Solutions (GTS) to address challenges with the bank's existing fragmented trading systems and solutions. GTS would consolidate trading applications across divisions under one organization to develop integrated, global solutions. This would help reduce costs and complexity while enabling growth. The objectives are to organize trading IT staff under GTS, define an architecture to support long-term sustainability, identify core applications to invest in, and eventually expand GTS to other regions. The document was produced by Kaushik Pramanik on October 1, 2009.
GBM is the leading IT solutions provider in the GCC, founded in 1990 as a spin-off from IBM. It is the sole distributor for IBM in the GCC (excluding Saudi Arabia) and holds the highest level of recognition from Cisco as a Gold Partner. With over 1000 employees across offices in multiple GCC countries and Pakistan, GBM offers a range of IT infrastructure, solutions, and services. Its Systems Group provides industry-leading IBM systems to help clients build dynamic infrastructures and transform IT assets into valued services.
This document discusses a project held at the Beverly site of Heartland Alliance called the Beverly Olympics. The Olympics consisted of five sections - Art, Speech, Sports, Entertainment, and Geography - and was designed to allow participants to express themselves creatively and build rapport. It provided an enjoyable outlet and encouraged self-worth, teamwork, and a sense of community for unaccompanied minors who are often detained for months at the site. The goal of the project was to respect participants' cultural backgrounds and differences through activities that empowered them.
This document evaluates the quality of an event using service mapping and Pine and Gilmore's four realms of experience framework. The author observed the event for 3 hours as a customer. Service mapping showed the process of service delivery and roles of customers and staff. Pine and Gilmore's model helped understand participation levels. The author found the event offered active absorption experiences as visitors learned from participating, indicating high quality. Recommendations include attracting more young people and improving the fairground aesthetics to enhance the experience.
Bit25 is a payment processing company that aims to create a decentralized payment system using bitcoin. It seeks to make bitcoin available and easy to use for everyone by integrating it into platforms and reducing transaction costs for payments. Key objectives are to be the leading platform for bitcoin integration and a trusted brand in the bitcoin payment processing space. The company serves retailers, merchants, and corporations worldwide through its payment systems.
This document contains 26 multiple choice questions about network analysis and synthesis. It was authored by Prateek Saxena, an assistant professor in the ECE Department at RVIT College in Bijnor. The questions cover topics like Kirchhoff's laws, graph theory, network components, loops, meshes, trees and power dissipation. Each question is followed by the correct answer. The document is formatted with header text identifying the educational institution.
GBM is the leading IT solutions provider in the GCC, founded in 1990 as a spin-off from IBM. It is the sole distributor for IBM in the GCC (excluding Saudi Arabia) and holds the highest level of recognition from Cisco as a Gold Partner. With over 1000 employees across offices in multiple GCC countries and Pakistan, GBM offers a range of IT infrastructure, solutions, and services. Its Systems Group provides industry-leading IBM systems to help clients build dynamic infrastructures and transform IT assets into valued services.
This document discusses a project held at the Beverly site of Heartland Alliance called the Beverly Olympics. The Olympics consisted of five sections - Art, Speech, Sports, Entertainment, and Geography - and was designed to allow participants to express themselves creatively and build rapport. It provided an enjoyable outlet and encouraged self-worth, teamwork, and a sense of community for unaccompanied minors who are often detained for months at the site. The goal of the project was to respect participants' cultural backgrounds and differences through activities that empowered them.
This document evaluates the quality of an event using service mapping and Pine and Gilmore's four realms of experience framework. The author observed the event for 3 hours as a customer. Service mapping showed the process of service delivery and roles of customers and staff. Pine and Gilmore's model helped understand participation levels. The author found the event offered active absorption experiences as visitors learned from participating, indicating high quality. Recommendations include attracting more young people and improving the fairground aesthetics to enhance the experience.
Bit25 is a payment processing company that aims to create a decentralized payment system using bitcoin. It seeks to make bitcoin available and easy to use for everyone by integrating it into platforms and reducing transaction costs for payments. Key objectives are to be the leading platform for bitcoin integration and a trusted brand in the bitcoin payment processing space. The company serves retailers, merchants, and corporations worldwide through its payment systems.
This document contains 26 multiple choice questions about network analysis and synthesis. It was authored by Prateek Saxena, an assistant professor in the ECE Department at RVIT College in Bijnor. The questions cover topics like Kirchhoff's laws, graph theory, network components, loops, meshes, trees and power dissipation. Each question is followed by the correct answer. The document is formatted with header text identifying the educational institution.
Role of school in incorporating values and ethics in studentRamandeep Singh
Schools play a major role in teaching values and ethics to students. They should incorporate logical thinking, value and ethics sessions, and experiences volunteering in the community to help students develop good moral character. It is the responsibility of schools and teachers to instill qualities like trust, respect, compassion, and concern in children to help them become responsible members of society.
The document discusses developing a new vegan cookie formulation for people with celiac disease and/or diabetes. An experiment was conducted to create rice flour cookies using margarine, stevia, vegetable oil and rice flour instead of standard ingredients. Physical properties like moisture content and texture were similar between control and experimental cookies. Sensory evaluation showed control cookies were preferred for appearance, color, flavor, texture and sweetness. With further optimization of ingredients and proportions, sensory characteristics of experimental cookies could potentially be improved.
El documento proporciona 7 pasos para utilizar Dropbox: 1) descargar la aplicación Dropbox, 2) registrarse, 3) crear una carpeta Dropbox en "Mis documentos" para subir archivos a la nube, 4) subir documentos, 5) ver cómo los documentos se suben directamente a la nube, 6) compartir documentos con otros usuarios a través de enlaces incluso si no están registrados, y 7) crear una carpeta compartida con otros usuarios de Dropbox para compartir documentos de forma remota y sencilla.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
The document discusses the strategy formulation process, explaining that the basic purpose of any strategy is to provide a competitive advantage. It outlines the key stages in strategic management including establishing mission and objectives, analyzing the organization and environment through tools like SWOT analysis, identifying strategic alternatives, implementing the chosen strategy, and reviewing/controlling the strategy. The document provides examples and definitions at each stage to illustrate strategic management concepts.
The document discusses developing a new IT department to support companies with hardware, software, networking, and other IT infrastructure and solutions. It outlines focusing on the SMB sector initially and eventually challenging larger enterprises. The business structure would include own brands as well as relationships with other IT brands. Financial plans and projections are included showing expected sales, expenses, profits, and policies over a 6 month period. The vision is to help clients accomplish their goals by introducing world-known IT brands and becoming a leader in the IT product range through strong brand equity and profitability while making products affordable and accessible.
The document provides guidance on creating an effective e-business plan, including key components such as the executive summary, management team, company history, product description, business opportunities, competition, research and development, pricing, and marketing plan. It emphasizes the importance of clearly articulating your value proposition, commercial feasibility, and growth potential. The management team should encompass a full range of capabilities, and the plan should realistically assess competition and pinpoint target markets for business opportunities.
Tom Walton, Gary Green and Clement Pickering of Infinity Works spoke about techniques to guide your organisation to deliver value quicker and more closely aligned to your business strategies.
Management World Orlando is a leading global event taking place November 16-20, 2008 in Orlando, Florida. The event will feature over 150 speakers across 3 dedicated summits on digital service transformation, revenue management and customer experience, and digital commerce and advertising. Attendees can learn about key issues like business and IT transformation, monetizing digital content, and the changing digital media landscape. Over 1,500 people from 50 countries attended in 2007.
Assessment Of An Enterprise-Level Business SystemTiffany Graham
This document analyzes the business processes at Platinum Concepts Pty Ltd and identifies areas for improvement. Currently, the company lacks automation and most work is done manually using paper-based systems. This leads to inefficiencies such as lost data, delays in fulfilling orders, and a lack of communication between departments. Implementing a business process management system through an ERP would address these issues by streamlining operations, facilitating information sharing, and supporting better strategic planning. Doing so could optimize workflows, enhance customer service, and help the company compete more effectively.
The document summarizes ADC's efforts to expand its global fiber connectivity business. It discusses how ADC aims to double its market share in fiber connectivity within 3-5 years by focusing on growing markets like China, India, Brazil and the Middle East. ADC is growing its fiber revenue significantly each year, transitioning more customers to fiber networks, and working with telecommunications companies on fiber projects globally. The goal is for ADC to become a world leader in fiber and provide innovative fiber solutions to its customers around the world.
This document provides an overview of seminar 2, which focuses on aligning strategy and marketing planning processes. It discusses key concepts like an organization's mission, values, vision, generic strategies, and core competencies. The seminar includes a guest speaker from Loadimpact.com and an assignment where students analyze Loadimpact's mission statement, strategy, and recent marketing activities to evaluate how well its actions align with its stated goals and values.
The BE FaIR framework aims to improve fairness, inclusion and respect in the construction industry. It is being developed by CITB-ConstructionSkills and Constructing Equality, and will have 18 tailored strands to address the varying needs of different organization types. The framework provides commercial benefits like a stronger tender offer and helps address issues like suicide bidding. It also aims to improve working conditions across the industry.
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
The document outlines the objectives, topics, and structure for an international business management course, including essays, group presentations, exam preparation, and a discussion of key terms like organizational architecture and strategy as they relate to firms expanding internationally. It provides presentation guidelines, sample exam questions, and a case study on IBM's changing global strategies over time from a multi-domestic approach to a globally integrated enterprise model.
The document discusses an upcoming social business bootcamp session. It will cover topics like what social business is, building the foundation for social business, defining success, building a strategy, and realizing value. The bootcamp will take place over 3-4 weeks to help participants develop a long-term social business roadmap. The session will also address functionality prioritization, stakeholder engagement, and sustaining a social strategy over time.
The document discusses the changing business environment and need for companies to adapt to major global trends and shifts. It notes dramatic changes in areas like technology, markets, operations, and talent management. It emphasizes that the financial crisis created a "reset world" requiring recalibration of competitive strategies. Companies must consider challenges like new regulations, customer needs, social media impact, and talent retention to survive in this complex operating environment.
The document discusses the changing business environment and need for companies to adapt due to global trends and shifts. It notes dramatic changes have occurred since the 2008 financial crisis and companies now operate in a "reset world". Several global trends are highlighted that are impacting businesses such as the rise of China, social networking, and changing technology landscapes. The document provides facts and questions for businesses to consider regarding how to address these changes and trends through their marketing, operations, talent management, and strategic priorities.
Role of school in incorporating values and ethics in studentRamandeep Singh
Schools play a major role in teaching values and ethics to students. They should incorporate logical thinking, value and ethics sessions, and experiences volunteering in the community to help students develop good moral character. It is the responsibility of schools and teachers to instill qualities like trust, respect, compassion, and concern in children to help them become responsible members of society.
The document discusses developing a new vegan cookie formulation for people with celiac disease and/or diabetes. An experiment was conducted to create rice flour cookies using margarine, stevia, vegetable oil and rice flour instead of standard ingredients. Physical properties like moisture content and texture were similar between control and experimental cookies. Sensory evaluation showed control cookies were preferred for appearance, color, flavor, texture and sweetness. With further optimization of ingredients and proportions, sensory characteristics of experimental cookies could potentially be improved.
El documento proporciona 7 pasos para utilizar Dropbox: 1) descargar la aplicación Dropbox, 2) registrarse, 3) crear una carpeta Dropbox en "Mis documentos" para subir archivos a la nube, 4) subir documentos, 5) ver cómo los documentos se suben directamente a la nube, 6) compartir documentos con otros usuarios a través de enlaces incluso si no están registrados, y 7) crear una carpeta compartida con otros usuarios de Dropbox para compartir documentos de forma remota y sencilla.
This document provides an overview and agenda for a presentation on successful IT business integration. Some key points:
1. It discusses the challenges facing IT and business executives in a difficult economic environment with flat IT budgets and increased pressure to demonstrate value.
2. Statistics are presented on top business and technology priorities from a Gartner survey, showing business process improvement and business intelligence as the top priorities.
3. An approach is outlined to transform organizations through self-assessment, defining strategic outcomes, and using balanced scorecards to drive change and close competency gaps.
4. The importance of IT business alignment, governance, and moving from an operational to strategic focus is emphasized to support business goals.
Your company has invested millions of dollars in a major enterprise application. Your technology professionals have spent months or years preparing for the launch.
This program discusses how coaching can ensure a successful implementation and – yes – a positive experience for your workforce.
Our experts discuss how professional coaching can help management teams plan all aspects of an implementation, anticipate obstacles and remove barriers, communicate benefits of change, and stage the actual launch.
Guests
* Majid Abai, President/CEO, Seena Technology Corporation
* Susan Alvey, Organizational and Leadership Development Coach
* Dr. Jeremy S. Lurey, Founder and Principal, Plus Delta Consulting, LLC
Summary
Over the past ten years, scores of Fortune 1000 organizations have felt the pain associated with introducing a new technology in their organizations. From ERP to CRM, these applications
have streamlined data and processes for companies, but have certainly taken a toll as well.
Executive sponsors aren’t always involved as they need to be, and a significant number of individuals within most organizations are resistant to these new applications. Our experts discuss how coaching can help.
Topics covered range from recommendations on how coaches can partner with executives, stakeholders, and project managers throughout an implementation, to the competencies
required to successfully manage the change resulting from the introduction of a new application.
The document discusses the strategy formulation process, explaining that the basic purpose of any strategy is to provide a competitive advantage. It outlines the key stages in strategic management including establishing mission and objectives, analyzing the organization and environment through tools like SWOT analysis, identifying strategic alternatives, implementing the chosen strategy, and reviewing/controlling the strategy. The document provides examples and definitions at each stage to illustrate strategic management concepts.
The document discusses developing a new IT department to support companies with hardware, software, networking, and other IT infrastructure and solutions. It outlines focusing on the SMB sector initially and eventually challenging larger enterprises. The business structure would include own brands as well as relationships with other IT brands. Financial plans and projections are included showing expected sales, expenses, profits, and policies over a 6 month period. The vision is to help clients accomplish their goals by introducing world-known IT brands and becoming a leader in the IT product range through strong brand equity and profitability while making products affordable and accessible.
The document provides guidance on creating an effective e-business plan, including key components such as the executive summary, management team, company history, product description, business opportunities, competition, research and development, pricing, and marketing plan. It emphasizes the importance of clearly articulating your value proposition, commercial feasibility, and growth potential. The management team should encompass a full range of capabilities, and the plan should realistically assess competition and pinpoint target markets for business opportunities.
Tom Walton, Gary Green and Clement Pickering of Infinity Works spoke about techniques to guide your organisation to deliver value quicker and more closely aligned to your business strategies.
Management World Orlando is a leading global event taking place November 16-20, 2008 in Orlando, Florida. The event will feature over 150 speakers across 3 dedicated summits on digital service transformation, revenue management and customer experience, and digital commerce and advertising. Attendees can learn about key issues like business and IT transformation, monetizing digital content, and the changing digital media landscape. Over 1,500 people from 50 countries attended in 2007.
Assessment Of An Enterprise-Level Business SystemTiffany Graham
This document analyzes the business processes at Platinum Concepts Pty Ltd and identifies areas for improvement. Currently, the company lacks automation and most work is done manually using paper-based systems. This leads to inefficiencies such as lost data, delays in fulfilling orders, and a lack of communication between departments. Implementing a business process management system through an ERP would address these issues by streamlining operations, facilitating information sharing, and supporting better strategic planning. Doing so could optimize workflows, enhance customer service, and help the company compete more effectively.
The document summarizes ADC's efforts to expand its global fiber connectivity business. It discusses how ADC aims to double its market share in fiber connectivity within 3-5 years by focusing on growing markets like China, India, Brazil and the Middle East. ADC is growing its fiber revenue significantly each year, transitioning more customers to fiber networks, and working with telecommunications companies on fiber projects globally. The goal is for ADC to become a world leader in fiber and provide innovative fiber solutions to its customers around the world.
This document provides an overview of seminar 2, which focuses on aligning strategy and marketing planning processes. It discusses key concepts like an organization's mission, values, vision, generic strategies, and core competencies. The seminar includes a guest speaker from Loadimpact.com and an assignment where students analyze Loadimpact's mission statement, strategy, and recent marketing activities to evaluate how well its actions align with its stated goals and values.
The BE FaIR framework aims to improve fairness, inclusion and respect in the construction industry. It is being developed by CITB-ConstructionSkills and Constructing Equality, and will have 18 tailored strands to address the varying needs of different organization types. The framework provides commercial benefits like a stronger tender offer and helps address issues like suicide bidding. It also aims to improve working conditions across the industry.
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
The document outlines the objectives, topics, and structure for an international business management course, including essays, group presentations, exam preparation, and a discussion of key terms like organizational architecture and strategy as they relate to firms expanding internationally. It provides presentation guidelines, sample exam questions, and a case study on IBM's changing global strategies over time from a multi-domestic approach to a globally integrated enterprise model.
The document discusses an upcoming social business bootcamp session. It will cover topics like what social business is, building the foundation for social business, defining success, building a strategy, and realizing value. The bootcamp will take place over 3-4 weeks to help participants develop a long-term social business roadmap. The session will also address functionality prioritization, stakeholder engagement, and sustaining a social strategy over time.
The document discusses the changing business environment and need for companies to adapt to major global trends and shifts. It notes dramatic changes in areas like technology, markets, operations, and talent management. It emphasizes that the financial crisis created a "reset world" requiring recalibration of competitive strategies. Companies must consider challenges like new regulations, customer needs, social media impact, and talent retention to survive in this complex operating environment.
The document discusses the changing business environment and need for companies to adapt due to global trends and shifts. It notes dramatic changes have occurred since the 2008 financial crisis and companies now operate in a "reset world". Several global trends are highlighted that are impacting businesses such as the rise of China, social networking, and changing technology landscapes. The document provides facts and questions for businesses to consider regarding how to address these changes and trends through their marketing, operations, talent management, and strategic priorities.
An Inspired Approach to Business ArchitectureGraham McLeod
- Business architecture is broader than just providing inputs to enterprise architecture. It involves designing the future state of the entire organization to achieve business goals.
- An agreed upon meta model can integrate various business architecture perspectives by establishing a common vocabulary and conceptual model. Populating models that conform to the meta model allows analysis from different viewpoints.
- Different representations and visualizations of the models are needed for various stakeholders. Dynamic methods can generate customized project plans by selecting required products, tasks, and resources from a method model.
David Tucker is an innovative technology business leader and executive who has successfully led startup organizations and business units within large companies like Cisco Systems. He has over 30 years of experience in telecommunications, networking, and developing profitable business models. Some of his career highlights include co-founding Selsius Systems, an IP PBX company that was acquired by Cisco where he helped grow their Collaboration business to over $4.5B annually. He also led teams at Cisco that developed new product categories for small and medium businesses, growing bookings to $350M within 3 years. Currently he is the Vice President and General Manager of Cisco's Collaboration Solutions Go-to-Market organization, working to achieve aggressive growth targets.
After more than 6 months of analyses, dozens of interviews with editors and a tool developped internally to find out the market shares of each solution, our Benchmark of e-commerce solutions came out in 2013, screening 12 solutions through 160 pages.
The new version of this benchmark will be published in 2016.
1. The document discusses the Strategic Alignment Model (SAM) framework for aligning business and IT strategies.
2. The SAM model represents the dynamic alignment between business strategic context and IT strategic context through four domains: business strategy, IT strategy, organizational infrastructure/processes, and IT infrastructure/processes.
3. European Global Manufacturing Inc. is using the SAM model to align its business and IT strategies by outsourcing all IT services to EDS and creating governance processes between the two organizations.
This document outlines the governance structure for implementing MiFID II regulations. It shows that the MiFID II Executive Council oversees three steering committees that manage the corporate program and separate business and IT programs. These committees further oversee various workstreams across business and IT that are implementing changes for areas like transaction reporting, transparency, and client onboarding. Impacted stakeholders include front office, middle office, operations, compliance, legal, and client onboarding teams.
The document advertises the Joint Alumni Conference (JAC) scheduled for September 30, 2011. The one-day conference will bring together over 300 business leaders and alumni from top business schools to discuss topics like sustainability, corporate responsibility, and leadership. Speakers include CEOs from Deutsche Bank, Novartis, and General Motors as well as deans from INSEAD and other schools. Participants will gain insights into industries like consulting, finance, and healthcare, and explore managing opportunities in Asia, Russia, and Africa.
This document discusses strategic deployment of program management best practices in financial institutions. It provides an overview of two prominent program management frameworks: PMI's Standard for Program Management (SPM) and the UK government's Managing Successful Programs (MSP). The SPM framework focuses on governance, lifecycle, benefits management, and processes. The MSP uses a two-layer approach concentrating on principles and core activities. Currently, many financial institutions do not follow industry standards and have inconsistent internal frameworks. The document proposes a deployment model with three work streams to communicate guidelines, train program managers, and rollout the best practice framework globally across divisions.
The Volcker Rule restricts proprietary trading by U.S. banks in an effort to prevent conflicts of interest and excessive risk-taking. It prohibits banks from engaging in short-term trading of securities, derivatives, and commodities for their own profit and limits ownership of hedge funds and private equity funds to 3%. While intended to curb speculative behavior, critics argue it may raise costs for banks and trading volumes. Banks were given 7 years to comply with new reporting and compliance requirements under the Volcker Rule.
This document provides an overview of BCBS 239 principles for effective risk data aggregation and risk reporting. It discusses how most large banks historically managed risks through Excel and Access databases, which were inadequate. BCBS 239 principles address issues with risk management processes, including risk IT infrastructure, data quality, strategy, governance, and reporting. All in-scope banks must implement BCBS 239 guiding principles by 2016. Key impacted areas include market, credit, liquidity, and operational risk management. The approach involves understanding BCBS 239 requirements, gap analysis, a program implementation plan, detailed divisional analysis and projects, an IT solution, data governance, and regulator agreement.
Your behavior reflects how you expect others to behave. The way you lead your own life and manage tasks, stress, risks, and complex situations is indicative of how you will lead others at work. How you think, treat yourself and others, behave, respect people, trust people, and work reflects how you expect these same qualities from other people.
Kaushik Pramanik has 17 years of experience leading large regulatory projects for banks. He offers expertise in implementing MiFID II, the European regulatory framework that extends market transparency rules and other requirements to new asset classes and derivatives. MiFID II will significantly impact trading activities, pre-and post-trade reporting, and many divisions of affected firms. It must be implemented through a large global program with regional workstreams to ensure compliance by the January 3, 2017 deadline.
The document outlines the key hard and soft skills of a program director. For hard skills, it lists understanding business strategies and policies, designing program governance strategies, developing program management plans, establishing program teams, and providing leadership to execute programs across divisions. For soft skills, it emphasizes self-awareness, emotional intelligence, relationship building, effective communication, motivating others, and negotiation/conflict resolution skills.
The document provides an overview of an ESOS Cross-border program. It introduces the program and describes the ESOS function, which involves an ESOS trust buying shares from companies or shareholders and granting shares to employees. It outlines the current business challenges, including the lack of a global IT solution and different taxation rules between countries. The document proposes IT objectives like leveraging global components and making the ESOS solution flexible enough to incorporate different rules. It presents an IT context diagram and discusses aligning business and IT strategies to help clients through a functionality-rich IT product solution.
This document provides an overview of wealth management marketing. It describes the global, central, regional, and product marketing structures and governance. Key responsibilities include cross-divisional coordination, legal and risk compliance, translating business priorities into marketing strategy, producing client and sales literature, and defining regional marketing strategies. The marketing team provides an alignment between investment and private banking sectors and acts as a strategic partner for international wealth management locations.
The document provides details about a post graduate diploma project titled "Investment Strategy of Investment Banking Trading Information Technology Department". It includes a 9,500 word report on analyzing the investment strategy of the IT department that supports the trading function of an investment bank.
The summary covers:
1) An overview of the investment banking business and trading department along with defining the problem of strategic challenges faced by the IT department.
2) A literature review on IT strategy and strategic models to analyze the current methodology and identify gaps.
3) The proposal to address the challenges by outlining a new strategic direction and investment priorities for the IT department along with expected benefits.
This document provides an overview of a project proposal to model and measure operational risk in investment banks. It discusses how operational failures at investment banks can be costly and damaging. It reviews the Basel II accord's definition of operational risk and categories of operational risk events. It also outlines three main approaches to measuring operational risk under Basel II - the basic indicator approach, advanced measurement approach, and standardized approach. The proposal aims to identify a unique way to quantify operational risk in investment banks that is acceptable globally.
1) The document discusses deploying best practice program management frameworks in global financial institutions to improve customer satisfaction and outcomes.
2) It provides an overview of the Project Management Institute's Standard for Program Management and the UK government's Managing Successful Programs frameworks.
3) The author argues that while these frameworks provide benefits, many companies do not use them consistently and instead use informal approaches, risking worse results. Centralizing program management expertise could help implement industry-standard frameworks across divisions.
The document outlines a plan to deploy a program management best practice framework across an insurance group. It discusses the current issues, objectives of presenting the plan, and scope. It then covers the deployment concept including work streams, governance structure, risks, and KPIs. The plan aims to standardize program management practices through training, tools, and change management work streams while establishing governance and tracking progress.
Communication management involves identifying stakeholders, planning communication, and distributing information. It also includes managing stakeholder expectations and reporting performance. The key aspects are:
1) Identifying project stakeholders and their communication needs.
2) Planning communication by determining information to share, format, frequency, and roles for distribution.
3) Distributing clear and concise information to stakeholders using various media and addressing their goals.
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What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the what's app number of my personal pi vendor to trade with.
+12349014282
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Yes. This is very easy what you need is a recommendation from someone who has successfully traded pi coins before with a merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi network coins and resell them to Investors looking forward to hold thousands of pi coins before the open mainnet.
I will leave the what'sapp contact of my personal pi merchant to trade with
+12349014282
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However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the what'sapp contact of my personal pi vendor
+12349014282
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Global Trade Solutions
1. Global Trade Solutions
Global Trade Solutions
GTS – A global integrated trade solutions organization – A to thrive.
A journey to achieve the excellence…helping our clients concept
GTS – A global integrated trade solutions
organization.
Executive Education: Post Graduate Diploma in Organizational Leadership
Produced by: Kaushik Pramanik (DOL0918)
Date:- 01-Oct-2009
Produced by: Kaushik Pramanik
Date: 01-Oct-2009 Slide 1
2. Global Trade Solutions: Global Organization and Global Solutions
Entry point..
Banking in New Normal.
Summary of Challenges.
Build Global Trade Solutions.
Global Trade Solutions Concept.
Global Trade Solutions Big Picture.
Global Trade Solutions Strategy.
Global Trade Solutions Organization Structure.
Global Trade Solutions Governance.
The End.
3. Global Trade Solutions: Global Organization and Global Solutions
Today‘s New Normal
Lehman Brothers and many
companies were bankrupted
over last 20 years.
World war II. Major crisis comes every 3-4
Last 20 Years
years.
Next crisis is due on 2011-
12?
We only think for 2-3 years.
Our ancestors were better on
handling crisis.
What to do next ?
4. Global Trade Solutions: Global Organization and Global Solutions..
Summary of Challenges..1
Challenges/ Issues
Integrated high performance trading across regions, divisions (IB, PB & AM) and asset classes will
enable us to fetch multi billion dollar business in the bank, increase our shareholder’s value and help our
clients to excel.
Highly integrated, global, state of the art, reliable, functionality rich, sustainable & extendable
trade solutions across asset classes and regions can help a bank to grow organically across the globe.
RMs, AMs and EAMs are unable to exploit IB trading solutions because of disintegration. Huge technical
complexity reducing the organic growth of our business across the locations.
High number of standalone regional solutions increasing business operational cost and complexity.
Centralized focus to develop integrated trade solutions, which will serve reusability and long-term
sustainability and help the bank to move inch by inch towards the most renowned bank in the world.
Increased dependency on vendor solutions hindering us to build our own solution asset which will serve
the long-term purpose and reduce the cost.
5. Global Trade Solutions: Global Organization and Global Solutions
Summary of Challenges..2
Challenges/ Issues
Different trading systems used by IB, PB and AM for same asset classes across regions and divisions
resulting high deployment cost and development cost.
Absence of central strategy, architecture, approach and organization for core trading domain in IT and
Business across regions and divisions hindering structured decision making process and control.
Switzerland IB IT and business is aligned with America and EMEA, resulting no regional interest
across divisions have taken into consideration as part of integrated bank initiative.
Divisional interest is getting higher priority over integrated solutions and overall long-term position of the
bank.
High technical difficulties in Global Front Solutions due to many trading applications at behind, which is
increasing the overall complexity in a long run rather than reducing it .
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 5
6. Global Trade Solutions: Global Organization and Global Solutions
IT Objectives..
Business challenges to IT Actions
Business challenges to IT Actions
Business Challenges
Business Challenges IT Objectives
IT Objectives
Organize ourselves under the umbrella of one IT organization in the
Organize ourselves under the umbrella of one IT organization in the
Unavailability of Integrated high
Unavailability of Integrated high trading domain, called Global Trade Solutions in Switzerland.
trading domain, called Global Trade Solutions in Switzerland.
performance trading platform across regions,
performance trading platform across regions, Assign IT PB, IT IB and IT AM trading applications and trading IT staffs
Assign IT PB, IT IB and IT AM trading applications and trading IT staffs
divisions (IB, PB & AM) and asset classes.
divisions (IB, PB & AM) and asset classes. under one organization.
under one organization.
Create the organization structure in the trading domain such aa way that it
Create the organization structure in the trading domain such way that it
High number of standalone trading
High number of standalone trading supports Architecture, Governance and Strategy across asset classes/divisions.
supports Architecture, Governance and Strategy across asset classes/divisions.
applications across regions, and divisions.
applications across regions, and divisions. Define the Business/ IT Architecture which supports long-term sustainability
Define the Business/ IT Architecture which supports long-term sustainability
for trading applications across divisions in Switzerland.
for trading applications across divisions in Switzerland.
Absence of central and regional strategy,
Absence of central and regional strategy, Identify applications which will stay long-term and invest on them.
Identify applications which will stay long-term and invest on them.
architecture, governance for trading domain
architecture, governance for trading domain
across regions and divisions. Draw-out decommissioning plan of trading domain application landscape.
Draw-out decommissioning plan of trading domain application landscape.
across regions and divisions.
Create aa clearstrategy to consolidate and integrate applications.
Create clear strategy to consolidate and integrate applications.
Highly complex technical structure not
Highly complex technical structure not
Carry-out GAP analysis between vendor applications and in the house
Carry-out GAP analysis between vendor applications and in the house
only increases the technical complexity but
only increases the technical complexity but applications and build any unavailable functionality in our own in the house
applications and build any unavailable functionality in our own in the house
also our business complexity, operational
also our business complexity, operational applications. Get aa buyin from the business to achieve the above task.
applications. Get buy in from the business to achieve the above task.
cost, deployment cost and development
cost, deployment cost and development Create the same organization in each region (APAC, EMEA, BRIC,
Create the same organization in each region (APAC, EMEA, BRIC,
cost.
cost. AFRICA, AMERICA) in the future.
AFRICA, AMERICA) in the future.
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 6
7. Global Trade Solutions: Global Organization and Global Solutions
Build Global Trade Solutions..
Think long-term: more than 5 years, 10-15 years.
Build integrated trading solution across all asset classes and all divisions.
Build bank’s own IT Asset with deep root and solid ground.
Reduce dependency on products from vendors.
Not just integrate, build and integrate in the house.
Introduce high-level of governance control from centre.
Reduce complexity and increase simplicity by focusing on core.
Encourage strong reusability across regions.
Build superior sustainable, simplified, standardized and structured
products.
Provide value chain that reinforce each other in the department.
Build the loyalty and value together with our business customers.
Assure strong employee training & development.
8. Global Trade Solutions: Global Organization and Global Solutions
Introduction of GTS
Global Trade Solutions: Provide integrated, sustainable, reusable, functionality rich,
simple trade solutions across all asset classes globally and regionally fulfilling the strategic
objective of our business clients and the big picture in mind.
Establish the strong sustainable global and regional governance from top to bottom,
facilitating high-degree of collaboration, accountability, traceability and transparency end
to end.
Excel the collaboration across the regions and divisions by promoting cross-functional
leadership.
Drive the integration mechanism regionally and globally by focusing always to our vision and
mission.
Gain the loyalty of our business customer by creating the value together with our business
customer, which will help our clients to thrive on the long-term basis.
Leverage on global solutions in regional space and integrate them end Produced by: Kaushik Pramanik
to end by thinking
Date: 30.06.2010 Slide 8
globally and act regionally.
9. Global Trade Solutions: Global Organization and Global Solutions
Our Vision
Our vision is to become the most admired trade solution organization
in the bank, renowned for our solution expertise in private banking,
Vision Investment banking and asset management, and most valued for our
trusted advice, innovation and execution.
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 9
10. Global Trade Solutions: Global Organization and Global Solutions
Our Mission
Our mission is to help the bank’s clients thrive by..
Understanding their needs and offering integrated trading solutions across
all asset classes and divisions and services enabled by technology.
Mission
Mission
Partnering with our Business Divisions to provide reliable and innovative
integrated trading solutions with a long-term and Bank-wide perspective.
Empowering our professionals and rewarding them for achieving execellence.
11. Global Trade Solutions: Global Organization and Global Solutions
The Concept
A global integrated trade solutions organization.
12. Global Trade Solutions: Global Organization and Global Solutions
The big picture – front view
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 12
13. Global Trade Solutions: Global Organization and Global Solutions
The big picture – top view
Integrated Bank What does it mean ??
What does it mean
IB AM PB Global integrated trading platform
Globalintegrated trading platform
Global Trade Solutions HQ (CH) across asset classes, across divisions
across asset classes, across divisions
Global Trade Solutions and across regions.
and across regions.
Globalreusability of trade solutions
Global reusability of trade solutions
Swiss
HC
no ge R
under one global organization.
under one global organization.
Global Trade Solutions
i
Increasedfocus on BRIC and Africa.
Increased focus on BRIC and Africa.
America Highefficiency global vs. regional
High efficiency global vs. regional
no ge R
aci re mA
business and IT collaboration in trading
business and IT collaboration in trading
i
Global Trade Solutions
domain.
domain.
EMEA
E
no ge R
Enabletrading business and IT strategy
AE M
Enable trading business and IT strategy
i
Global Trade Solutions alignment regionally and globally.
alignment regionally and globally.
Focused approach to reduce the
Focused approach to reduce the
APAC
C A PA
no ge R
complexity in trading technology.
complexity in trading technology.
i
Global Trade Solutions
End to end aligned with Integrated Bank
End to end aligned with Integrated Bank
BRIC
CI RB
no ge R
strategy.
strategy.
Global Trade Solutions
i
Firstprototype organization
First prototype organization
will be rolled-out in Switzerland.
will be rolled-out in Switzerland.
Africa
aci rf A
no ge R
i
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 13
14. Global Trade Solutions: Global Organization and Global Solutions
The big picture – side view
Direct Access Relationship Direct Access Direct Access Direct Access
Trader Manager AM EAM Private Clients
Global Market
Global Market Global Front Solutions Global Risk
Global Risk
Data
Data Solutions
Solutions
Global Trade Solutions
Solutions
Solutions
Global Product
Global Product Global Middle-office Solutions
Control
Control
Global Operation Solutions
Solutions
Solutions
Global Shared Services Solutions
Global Shared Services Solutions
Global Infra-structure Solutions
Global Infra-structure Solutions
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 14
15. Global Trade Solutions: Global Organization and Global Solutions
The big picture – control view
Architecture control
Strategy control
GTS
Landscape control GTS
Major decision control
EMEA AFRICA
GTS GTS CH GTS
APAC HQ Swiss
GTS GTS
BRIC Governance control AMERICA
Budget control
Program control
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 15
16. Global Trade Solutions: Global Organization and Global Solutions
The big picture – functional view
Integrated Bank Spirit
IB
IB AM
AM PB
PB
Trade Capture & Legal Confirmation
Trade Regulatory, Audit & Compliance
Straight Through Processing
Trade Curve
Trade Pricing
Market Making & Position Keeping
Trade Execution
Trade & Order Management & Control
Trade Valuation
Hedging
Algorithmic Trading
Trade Reporting
AI : Alternative Investments
PS: Prime Services Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 16
17. Global Trade Solutions: Global Organization and Global Solutions
The big picture – current system view (CH)
Integrated Bank Spirit
IB
IB
PB
PB
AM
AM
AI : Alternative Investments
PS: Prime Services Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 17
18. Global Trade Solutions: Global Organization and Global Solutions
The big picture – After consolidation view (CH)
Integrated Bank Spirit
AI : Alternative Investments
PS: Prime Services Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 18
19. Global Trade Solutions: Global Organization and Global Solutions
Our Strategy supports the bank‘s success..
Support the success
of our bank
Build an agile
organization
Reduce
complexity
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 19
20. Global Trade Solutions: Global Organization and Global Solutions
Our 7s Framework...
The design of our organizational structure supports our vision and
The design of our organizational structure supports our vision and
mission.
mission.
Our system consists of Project, Process and Product excellence
Our system consists of Project, Process and Product excellence
model & Value Chain model which support our objectives.
model & Value Chain model which support our objectives.
Our skilled workforce across our value chain, asset classes, and
Our skilled workforce across our value chain, asset classes, and
products support our final goal.
products support our final goal.
Our staff retention policy, staff training policy specially on
Our staff retention policy, staff training policy specially on
business subjects, staff placement policy support our objective.
business subjects, staff placement policy support our objective.
Style of our organization, specially dedication, focused approach,
Style of our organization, specially dedication, focused approach,
team work, objective oriented, and governance mechanism help
team work, objective oriented, and governance mechanism help
us to achieve our goal.
us to achieve our goal.
Our strategy based on our structure, systems, style, skills of our
Our strategy based on our structure, systems, style, skills of our
staff, our goal , ,our vision and our mission.
staff, our goal our vision and our mission.
Finally our core shared values like our believes, knowledge,
Finally our core shared values like our believes, knowledge,
expertise, thinking, imagination, fundamental ideas, collaboration,
expertise, thinking, imagination, fundamental ideas, collaboration,
innovation, and leadership support our vision & mission.
innovation, and leadership support our vision & mission.
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 20
21. Global Trade Solutions: Global Organization and Global Solutions
Our Strategy Triangle...
Project Excellence
-- Excellence in collaboration, co-ordination, co-operation,
relationship management, stakeholder management, planning,
estimation, risk management, monitoring & control and
execution.
-- Excellence in cross-regional and cross-divisional governance
mechanism.
-- PMI and Price 2 certification.
Product Excellence
-- Product oriented organizational structure and value chain.
-- Product line management group, product catalogue, product
documentation, product specific reusable and sustainable architecture.
-- Cross-divisional and cross-regional Product governance model.
-- Mandatory IIBA CBAP certification for Product Business Engineers.
Process Excellence
-- End to end defined process across the value chain.
-- Combination of agile (RUPs), SDLC, RAD methodology.
-- Focus on CMMI ML3, CMMI ML 4 and CMMI ML5.
-- Tractability and transparency across the value chain.
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 21
22. Global Trade Solutions: Global Organization and Global Solutions
Our Value Chain...
GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Business Business Business Business Business Business Business Business
Management Management Management Management Management Management Management Management
GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Client Data Client Data Client Data Client Data Client Data Client Data Client Data Client Data
Management Management Management Management Management Management Management Management
GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Product Product Product Product Product Product Product Product
Management Management Management Management Management Management Management Management
GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Project Project Project Project Project Project Project Project
Management Management Management Management Management Management Management Management
GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Business GTS Swiss GTS Swiss Product Product Design Product Product Business
Relationship Business & Product Business & Solution Integration GTS Swiss Release Production Relationship
Managament Strategy Management Engineering Engineering Engineering Product Testing Management Management Final Product Managament
GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Quality Quality Quality Quality Quality Quality Quality Quality
Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering
GTS Swiss GTS Swiss GTS Swiss
Configuration Configuration Configuration GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Management Management Management Configuration Configuration Configuration Configuration Configuration
& Change & Change & Change Management & Management & Management & Management & Management &
Control Control Control Change Control Change Control Change Control Change Control Change Control
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 22
23. Global Trade Solutions: Global Organization and Global Solutions
Our Organization Structure...N-3 Level
Global Trade Solutions APAC
Global Trade Solutions EMEA
Global Trade Solutions America
CEO CIO Global Trade Solution HQ Global Trade Solutions CH
--- GTS Business & Strategy Global Trade Solutions BRIC
--- GTS Management Support Global Trade Solutions AFRICA
--- GTS Business
Management
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 23
24. Global Trade Solutions: Global Organization and Global Solutions
Our Organization Structure...N-4 Level
GTS Swiss Engineering
GTS Swiss Product Management
GTS Swiss Business & Strategy
Global Trade Solutions Swiss GTS Swiss Business Management
GTS Swiss Testing Service
GTS Swiss Configuration Management & Change Control
GTS Swiss Client Data Management
GTS Swiss Production Management
AI : Alternative Investments
PS: Prime Services Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 24
25. Global Trade Solutions: Global Organization and Global Solutions
Our Organization Structure...N-5 Level..1
GTS Swiss Engineering Solution Engineering
Business Engineering
AI/PS Product Management
Derivatives Product Management
Fixed Income Product Management
GTS Swiss Product Management FX/MM Product Management
Equity Product Management
Commodities Product Management
AM Product Management
AI : Alternative Investments
PS: Prime Services Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 25
26. Global Trade Solutions: Global Organization and Global Solutions
Our Organization Structure...N-5 Level..2
AI/PS Program Management
Derivatives Program Management
Fixed Income Program Management
GTS Swiss Program Management FX/MM Program Management
Equity Program Management
Commodities Program Management
AM Program Management
Business Architecture
Market Research
IT Architecture
GTS Swiss Business & Strategy
Governance
Client Account Management
Integrated Bank Management
AI : Alternative Investments
PS: Prime Services Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 26
27. Global Trade Solutions: Global Organization and Global Solutions
Our Organization Structure...N-5 Level..3
Management Controlling
LISA
GTS Swiss Business Management Contract Management
Management Support
PMO Office
Change Control & Configuration
GTS Swiss Configuaration and Change Management Quality Engineering
CMMI
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 27
28. Global Trade Solutions: Global Organization and Global Solutions
Our Organization Structure...N-5 Level..4
Release Management
GTS Swiss Production Management First line support
Second line support
GTS Swiss Testing Service TBD
GTS Swiss Client Data Management TBD
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 28
29. Global Trade Solutions: Global Organization and Global Solutions
Our Business & IT Alignment..
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 29
30. Global Trade Solutions: Global Organization and Global Solutions
Governance mechanism...A key to success..
CEO GTS CIO Strong focus from top.
Global End to end governance.
Governance Top to bottom transparency.
High-level of accountability.
GTS Result oriented structure.
Regional Clear strategy & big picture.
Governance
Long-term sustainability.
Well drawn road map.
GTS Departmental
Governance A single team force in action.
Fostering collaboration.
Catalyst to transformation.
High level of reward .
31. Global Trade Solutions: Global Organization and Global Solutions
Governance star..
GTS Departmental
Governance
32. Global Trade Solutions: Global Organization and Global Solutions
Formation of GTS Koh-I-Noor Team...
GTS Koh-I-Noor Team – A catalyst to transform the organization…
Highly collaborative program manager. Highly experienced coaching leader.
Extremely structured and methodical. Excellence in product concept.
Result oriented and focused. Champion in Banking IT industry.
An organizational leader and client focused. A dynamic, focused internationally
Visionary individual and finance oriented. experienced talented IT leader.
Capable to see the end big picture. Capable of establishing accountability.
33. Global Trade Solutions: Global Organization and Global Solutions
GTS Global Governance
Objective
Objective
Chair Decide overall Business Technology
Decide overall Business Technology
Chief Executive Officer Strategy.
Strategy.
Align GTS Strategy with Business.
Align GTS Strategy with Business.
Direct high-level target architecture.
Direct high-level target architecture.
IT Senior Business Senior
Management Decide major programs under GTS.
Decide major programs under GTS.
Management
Direct Global vs Regional strategy.
Direct Global vs Regional strategy.
-- CEO PB
-- CIO -- CEO IB Establish accountability &&traceability.
Establish accountability traceability.
--GTS Global Head -- CEO AM on delivering results.
-- IT Chief Architect on delivering results.
-- CEO APAC
-- PB IT Head -- CEO EMEA/BRIC/AFRIC Take action on critical run-the-bank
Take action on critical run-the-bank
-- IB IT Head -- CEO Switzerland
-- IT Switzerland Head demand.
demand.
-- CEO America
-- IT EMEA Head -- CEO Integrated Bank Communicate high-level plan.
Communicate high-level plan.
-- IT APAC Head
-- IT BRIC Head Decide Reward and incentives.
Decide Reward and incentives.
-- IT Africa Head Tasks
Tasks
-- IT Integrated Bank Head Review current status of GTS.
Review current status of GTS.
-- IT Strategy Head
-- IT Infra-Str Head Review current financials
Review current financials
-- IT America Head
(YTD vs. Target)
(YTD vs. Target)
Meeting Cycle: 2 times per year, duration 3 hours. Prioritise major program in GTS.
Prioritise major program in GTS.
Logistics & Minutes: GTS Management Support Approve program >>10 M.
Approve program 10 M.
Set GTS strategic direction.
Set GTS strategic direction.
34. Global Trade Solutions: Global Organization and Global Solutions
GTS Switzerland Governance
Objective
Objective
Chair Decide regional Business Technology
Decide regional Business Technology
CIO Switzerland Head Strategy aligned with global GTS
Strategy aligned with global GTS
strategy and regional business.
strategy and regional business.
IT Senior Management Business Senior Align GTS regional Strategy.
Align GTS regional Strategy.
Management
-- GTS Swiss Head Direct high-level target architecture.
Direct high-level target architecture.
-- GTS Swiss Koh-I-Noor -- IB Swiss FX/MM Head Decide major programs under
Decide major programs under
-- GTS Swiss Bus. & Strgy. Head -- IB Swiss Derivatives Head
-- GTS Swiss Engg. Head -- IB Swiss Equities Head GTS Switzerland supporting global.
GTS Switzerland supporting global.
-- GTS Swiss Product Head -- IB Swiss Commodities Head Establish accountability and traceability.
Establish accountability and traceability.
-- IT Swiss Chief Architect -- IB Swiss FI Head
-- IT Swiss Bank Head -- IB Swiss Al / PS Head Take action on critical run-the-bank
Take action on critical run-the-bank
-- IT Swiss Integrated Bank Head -- AM Swiss Head demand.
demand.
-- PB Swiss FX/MM Head
-- PB Swiss Derivatives Head Communicate high-level road map plan.
Communicate high-level road map plan.
-- PB Swiss Equities Head Decide regional reward and incentives.
Decide regional reward and incentives.
-- PB Swiss Commodities Head
-- PB Swiss Fixed Income Head Tasks
Tasks
-- PB Swiss AI / PS Head Review current status of regional GTS.
Review current status of regional GTS.
Review current financials (YTD vs Target).
Review current financials (YTD vs Target).
Prioratize major programs in GTS.
Prioratize major programs in GTS.
Meeting Cycle: 4 times per year, duration 3 hours. Approve program >>11M and <<10 M.
Approve program M and 10 M.
Logistics & Minutes: GTS Switzerland Management Support. Set regional GTS strategic direction.
Set regional GTS strategic direction.
35. Global Trade Solutions: Global Organization and Global Solutions
GTS Departmental Governance
Objective
Objective
Establish accountability and traceability.
Establish accountability and traceability.
Chair Establish each product line target
Establish each product line target
GTS Swiss Head architecture, road map and frame work
architecture, road map and frame work
with long-term sustainability &reliability.
with long-term sustainability &reliability.
GTS Swiss Product Line GTS Swiss Strategic Establish focus group to deliver results.
Establish focus group to deliver results.
Management Management Inspire and reinforce to create
Inspire and reinforce to create
-- GTS Swiss Product Management Head -- GTS Swiss Business & Strategyalignment , , build sustainable
alignment build sustainable
-- GTS Swiss Prodn. Management Head Head
-- GTS Swiss Project Management Head -- GTS Swiss Koh-I-Noor relationship and gain customer’s loyalty.
relationship and gain customer’s loyalty.
-- GTS Swiss Testing Service Head -- GTS Swiss Business Take action on critical run-the-bank
-- GTS Swiss Client Data Mgmt Head Take action on critical run-the-bank
Management Head
-- GTS Swiss Configuration & -- GTS Swiss Business Architect demand.
demand.
Change Management Head -- GTS Swiss IT Architect
-- GTS Swiss Engineering Head -- GTS Swiss Integrated Bank Communicate the importance of
Communicate the importance of
Manager delivering results.
delivering results.
-- GTS Swiss CAM Head
Decide departmental rewards..
Decide departmental rewards..
Tasks
Tasks
Review current status of the department.
Review current status of the department.
Review current financials
Review current financials
(YTD vs Target).
(YTD vs Target).
Meeting Cycle: Once a week, duration 2 hours. Prioratize major projects in GTS.
Prioratize major projects in GTS.
Logistics & Minutes: GTS Switzerland Management Support. Approve project <<500K up to max.
Approve project 500K up to max.
CAP 10M.
CAP 10M.
36. Global Trade Solutions: Global Organization and Global Solutions
GTS Program Governance
Objective
Objective
Chair Align program strategy with GTS Swiss
Align program strategy with GTS Swiss
GTS Swiss Koh-i-Noor strategy and business strategy.
strategy and business strategy.
Prioratize key programs and projects.
Prioratize key programs and projects.
Distribute program into pipe-line projects.
Distribute program into pipe-line projects.
GTS Swiss Product Line Business Management
Management Allocate budget to the project.
Allocate budget to the project.
Decide project team of aaproject.
Decide project team of project.
-- GTS Swiss Product Management -- PB CH Trading Business
Head Empower cross-functional collaboration.
Empower cross-functional collaboration.
-- IB CH Trading Business
Create sustainable business partnership.
Create sustainable business partnership.
-- GTS Swiss CAM Head
-- AM CH Trading Business
-- GTS Swiss Business & Strategy
Head -- Integrated Bank CH Business
Tasks
Tasks
-- GTS Swiss Business Management Review current status of all projects in GTS.
Review current status of all projects in GTS.
Head
Review current financials (YTD vs Target).
Review current financials (YTD vs Target).
Track project progress, and road map
Track project progress, and road map
to end goal.
to end goal.
Meeting Cycle: Once a week, duration 2 hours. Adjust the road map according to
Adjust the road map according to
Logistics & Minutes: GTS Switzerland Management Support. current situation.
current situation.
Establish the accountability &&traceability.
Establish the accountability traceability
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 36
37. Global Trade Solutions: Global Organization and Global Solutions
GTS Project Governance
Objective
Objective
Chair Review project progress.
Review project progress.
GTS Project Manager Track Project issues and risks.
Track Project issues and risks.
Track project budget and resource
Track project budget and resource
commitment.
commitment.
GTS Swiss Management GTS Swiss Engineering
GTS Swiss Engineering
GTS Swiss Management Review project milestones.
Review project milestones.
---- GTS Product Managers
GTS Product Managers -- GTS Solution Engineers
-- GTS Solution Engineers Decide project reward and incentives.
Decide project reward and incentives.
---- GTS IT Architect (Optional) ---- GTS Business Engineers
GTS Business Engineers
GTS IT Architect (Optional) Review absences.
Review absences.
---- GTS Business Architect ---- GTS Quality Engineers
GTS Quality Engineers
GTS Business Architect
(Optional) ---- GTS Configuration Manager
GTS Configuration Manager Review problem encountered.
Review problem encountered.
(Optional)
---- GTS Production Manager ---- GTS Test Manager
GTS Test Manager
GTS Production Manager
(Optional)
(Optional)
---- GTS Release Manager
GTS Release Manager
(Optional)
(Optional)
---- Business Manager
Business Manager
(Optional)
(Optional)
---- Client Account Manager
Client Account Manager Tasks
Tasks
(Optional)
(Optional)
Assign task to individual.
Assign task to individual.
Meeting Cycle: Once aaweek . .
Meeting Cycle: Once week Review current financials.
Review current financials.
Logistics & Minutes: GTS Swiss Project team.
Logistics & Minutes: GTS Swiss Project team. (YTD vs Target)
(YTD vs Target)
Prioritise tasks for individual.
Prioritise tasks for individual.
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 37
38. Global Trade Solutions: Global Organization and Global Solutions
The end...
Let’s get organized and build a next generation organization,
Global Trade Solutions, which will focus to build integrated
trade solution across asset classes, across divisions,
and across regions.
Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 38