Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
WQD2011 - INNOVATION - Mashreq Bank - Improving the on-boarding experience fo...Dubai Quality Group
Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.
Mashreq Bank’s Engagement Journey: Driving Business Success Through Engagemen...The HR Observer
In this session, Mashreq will share some of the lessons learnt in a 7 year journey that culminated with Mashreq winning the elite ‘Gallup Great Workplace Award’ in 2014, one of only 36 companies in the world to do so. The session will focus on helping the audience see the 5 things to recognise in creating sustained culture change and how best to use engagement surveys effectively to build culture. Ashok will also share his recommendations for how to impact culture, one employee at a time.
Ashok Gopal, Head of Talent Management, Mashreq Bank
The document discusses how a US Navy IT Directorate improved its project management process by implementing a CPIC Pre-Select phase. It describes how previously there were disparate practices across divisions, no central request pipeline, and a focus on tactical solutions over strategic needs. The new Pre-Select process involved adding questions to an existing request form and creating a Pre-Select Board to assess requests earlier. Benefits included improved communication, a focus on real business problems, and prioritizing the right projects. Keys to success were gaining buy-in incrementally and right-sizing the lightweight process.
Become a Master in the Beyond Budgeting Mindset and use the knowledge for your organization.
Introduce yourself to the \"Principle Master Course\", the \"Transformation Master Course\" and the \"Cell-Structure-Design Master Course\".
Investing in people building a learning organization (2.1)muzamilsecova
The document outlines an organization's 3 pillar approach to investing in people through developing a high performance culture, implementing process-driven best practices for workforce development, and establishing people-led business planning and performance management. It details the competency framework, performance management process, and knowledge sharing and career development initiatives that comprise the organization's strategy for building a learning organization. The goal is to drive process efficiency, engage and delight employees, and ultimately delight customers.
The Chief Skeptical Officer – A New C-Level RoleAlan McSweeney
The document discusses the role of a Chief Skeptical Officer, a new C-level position. The CSO would take an independent, evidence-based approach to ensure projects are properly defined, costs are accurately estimated, and promised benefits are actually delivered. The CSO protects against cognitive biases, strategic misrepresentation, and ensures discipline through practices like reference class forecasting and benefits management.
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
The document discusses 12 principles of Beyond Budgeting. It begins by contrasting traditional "command and control" organizations with self-organizing, self-regulating models. The principles advocate for values-based governance, transparency, empowering accountable teams, trusting teams, and basing accountability on holistic criteria rather than hierarchy. Other principles cover setting ambitious goals, rewarding relative performance, continuous planning, dynamic coordination, just-in-time resources, and controls based on feedback rather than budgets. The document provides examples and diagrams to illustrate how these principles can transform organizations.
WQD2011 - INNOVATION - Mashreq Bank - Improving the on-boarding experience fo...Dubai Quality Group
Mashreqbank is working to improve the onboarding experience for retail customers. A diagnostic identified opportunities across process efficiency, performance management, customer mindsets/behaviors, and organizational skills. Proposed solutions include reducing on-site onboarding to 30 minutes with one touchpoint, and off-site to next day for Gold and 3 days for others. KPIs will be aligned across units and linked to overall bank performance. Customer surveys found a preference for same-day delivery of debit cards and chequebooks to improve satisfaction.
Mashreq Bank’s Engagement Journey: Driving Business Success Through Engagemen...The HR Observer
In this session, Mashreq will share some of the lessons learnt in a 7 year journey that culminated with Mashreq winning the elite ‘Gallup Great Workplace Award’ in 2014, one of only 36 companies in the world to do so. The session will focus on helping the audience see the 5 things to recognise in creating sustained culture change and how best to use engagement surveys effectively to build culture. Ashok will also share his recommendations for how to impact culture, one employee at a time.
Ashok Gopal, Head of Talent Management, Mashreq Bank
The document discusses how a US Navy IT Directorate improved its project management process by implementing a CPIC Pre-Select phase. It describes how previously there were disparate practices across divisions, no central request pipeline, and a focus on tactical solutions over strategic needs. The new Pre-Select process involved adding questions to an existing request form and creating a Pre-Select Board to assess requests earlier. Benefits included improved communication, a focus on real business problems, and prioritizing the right projects. Keys to success were gaining buy-in incrementally and right-sizing the lightweight process.
Become a Master in the Beyond Budgeting Mindset and use the knowledge for your organization.
Introduce yourself to the \"Principle Master Course\", the \"Transformation Master Course\" and the \"Cell-Structure-Design Master Course\".
Investing in people building a learning organization (2.1)muzamilsecova
The document outlines an organization's 3 pillar approach to investing in people through developing a high performance culture, implementing process-driven best practices for workforce development, and establishing people-led business planning and performance management. It details the competency framework, performance management process, and knowledge sharing and career development initiatives that comprise the organization's strategy for building a learning organization. The goal is to drive process efficiency, engage and delight employees, and ultimately delight customers.
The Chief Skeptical Officer – A New C-Level RoleAlan McSweeney
The document discusses the role of a Chief Skeptical Officer, a new C-level position. The CSO would take an independent, evidence-based approach to ensure projects are properly defined, costs are accurately estimated, and promised benefits are actually delivered. The CSO protects against cognitive biases, strategic misrepresentation, and ensures discipline through practices like reference class forecasting and benefits management.
This document provides an overview of a case study for transforming an organization's HR operations to world-class standards. It discusses the goals of transitioning HR service delivery to be more effective and efficient through improved self-service, data management, organizational effectiveness, human capital management and policy administration. It also aims to define the appropriate technology mix to support this transformation given the company's continued growth and increasingly global presence. The document outlines the company's organizational profile, goals, approach, change management process and considerations for HR technology.
The document discusses 12 principles of Beyond Budgeting. It begins by contrasting traditional "command and control" organizations with self-organizing, self-regulating models. The principles advocate for values-based governance, transparency, empowering accountable teams, trusting teams, and basing accountability on holistic criteria rather than hierarchy. Other principles cover setting ambitious goals, rewarding relative performance, continuous planning, dynamic coordination, just-in-time resources, and controls based on feedback rather than budgets. The document provides examples and diagrams to illustrate how these principles can transform organizations.
Investing in people building a learning organization (2 1).0muzamilsecova
The document outlines an organization's approach to investing in people through a three pillar strategy focused on process, people, and performance, which includes implementing competency frameworks, performance management processes, knowledge sharing programs, and employee development initiatives to create a learning organization and high-performance culture. The goal is to develop employees, improve processes, and align performance with business objectives to drive customer and employee delight.
Uni-Solutions is an Indian business process outsourcing company that specializes in lead generation services. It aims to provide high quality sales and marketing support to clients through an experienced team while leveraging existing relationships to identify new business opportunities. Uni-Solutions recruits and trains personnel and has expertise in performance management, quality control, and talent retention to deliver services to clients in various industries and countries.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
The document is a CV for Deon Bands that outlines his technical skills, achievements, and experience. It details his proficiency with software programs, management of projects and teams, and roles held over 15 years in business analysis, project management, and operations management in the insurance and transportation industries. Contact information is provided at the top for Deon Bands.
Shared services secret 7: Don't be defeated by ERP and ERP Complicationssharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
Consulting involves identifying, diagnosing, and solving business problems for clients. The top consulting firms like McKinsey, BCG, and Bain recruit highly selective graduates and work on a wide range of strategic projects across industries. While consulting offers attractive opportunities, the work is demanding and fast-paced, requiring extensive travel and long hours. Thorough research is needed to understand the different consulting firms and segments to determine the best fit.
P2C2 Group's Quick Tasks for IT Enterprise ManagementJim Kendrick
For more than 12 years, we have been a leader in helping Federal agencies and prime contractors plan, manage, and improve major investments for information technology. Now we bring you QUICK TASKS
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
This document discusses approaches to identifying, assessing, validating, and realizing benefits from IT projects. It emphasizes that organizations often focus on technology implementation but not on achieving expected business benefits. A structured benefits management framework is needed to ensure benefits are identified upfront and plans are in place to track and achieve them. The framework should include identifying potential benefits, assessing and validating benefits, and ensuring their realization.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing a work breakdown structure, and other project management skills and methodologies according to the PMBOK. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution,
Beyond Budgeting Vs Traditional BudgetingKavee Rajiah
The document summarizes a presentation on traditional budgeting versus beyond budgeting. It begins with an outline of the presentation topics, which include defining traditional budgeting and its limitations, benefits of beyond budgeting, the 12 principles of beyond budgeting, and implementing beyond budgeting in private and public sectors. It then provides more details on traditional budgeting approaches, why organizations use them, and their criticisms. Benefits of beyond budgeting are listed as faster response, innovative strategies, and customer loyalty. Drawbacks are noted as difficulty changing culture and lack of a clear roadmap. Implementation in private sectors focuses on responding quickly to threats and opportunities while public sector emphasizes efficiency and transparency.
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
This document provides a quarterly review of the PresenTense Group's programs and metrics from January to May 2012. It discusses progress and challenges for their Community Entrepreneur Partnership programs in North America and Israel, as well as their PTSchool seminars. Key highlights include successful launches of new CEPs in multiple cities, exceeding metrics for trainer participation, and challenges around balancing client prices and relations. The review concludes with next steps to improve programs based on feedback and ensure future success.
PresenTense held its quarterly report meeting on February 28, 2012. The report discussed metrics and challenges across PresenTense's Community Entrepreneur Partnership programs, SocialStart training, and overseas expansion efforts. Key highlights included growth of the Israeli market, successful launches of fellowship programs across 6 cities in North America, and initial progress expanding to new regions like Russia and Europe. However, challenges remained around ensuring program consistency, addressing coordinator and facilitator needs, and adapting products for different markets and budgets. Overall the quarter showed progress in reach and impact but also room for improvement.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
This document discusses outsourcing financial transaction processing to shared service centers. It notes that while outsourcing can reduce costs, there is a high failure rate if relationships are not well analyzed. The document provides an overview of outsourcing advisory services and considerations for outsourcing in the financial services industry. It analyzes processes in a banking back office to determine suitability for a shared services structure and describes common shared services models and key governance structure elements.
30 days to a more powerful vocabulary 0671530313Vân Anh Nguyễn
The document discusses the benefits of exercise for both physical and mental health. It notes that regular exercise can reduce the risk of diseases like heart disease and diabetes, improve mood, and reduce feelings of stress and anxiety. The document recommends that adults get at least 150 minutes of moderate exercise or 75 minutes of vigorous exercise per week to gain these benefits.
This document discusses a study assessing the impact of core banking and service quality on customer satisfaction at Commercial Bank of Ethiopia's Bishoftu branch. It provides background on the banking industry and core banking technology. The objectives are to examine changes after adopting core banking, and the impact of core banking and service quality on customer satisfaction. A survey was conducted of 220 customers, finding that customers were most satisfied with assurance and reliability, and least satisfied with responsiveness. There was a positive correlation between core banking, service quality factors, and customer satisfaction. The conclusion is that core banking and service quality influence customer satisfaction.
Investing in people building a learning organization (2 1).0muzamilsecova
The document outlines an organization's approach to investing in people through a three pillar strategy focused on process, people, and performance, which includes implementing competency frameworks, performance management processes, knowledge sharing programs, and employee development initiatives to create a learning organization and high-performance culture. The goal is to develop employees, improve processes, and align performance with business objectives to drive customer and employee delight.
Uni-Solutions is an Indian business process outsourcing company that specializes in lead generation services. It aims to provide high quality sales and marketing support to clients through an experienced team while leveraging existing relationships to identify new business opportunities. Uni-Solutions recruits and trains personnel and has expertise in performance management, quality control, and talent retention to deliver services to clients in various industries and countries.
Investing in people building a learning organization (2.1)01muzamilsecova
The document outlines an organization's approach to investing in people through a 3 pillar strategy focused on process, people, and platform. It details plans to implement competency frameworks, performance management, and employee development initiatives to build a learning organization and high-performance culture. The goal is to drive employee engagement, delight, and development which will ultimately lead to customer delight.
The document is a CV for Deon Bands that outlines his technical skills, achievements, and experience. It details his proficiency with software programs, management of projects and teams, and roles held over 15 years in business analysis, project management, and operations management in the insurance and transportation industries. Contact information is provided at the top for Deon Bands.
Shared services secret 7: Don't be defeated by ERP and ERP Complicationssharedserviceslink.com
This session was presented at '15 Secrets to Shared Services Success" conference organised by sharedserviceslink.com.
To find out more about forthcoming conferences check http://www.sharedserviceslink.com
Consulting involves identifying, diagnosing, and solving business problems for clients. The top consulting firms like McKinsey, BCG, and Bain recruit highly selective graduates and work on a wide range of strategic projects across industries. While consulting offers attractive opportunities, the work is demanding and fast-paced, requiring extensive travel and long hours. Thorough research is needed to understand the different consulting firms and segments to determine the best fit.
P2C2 Group's Quick Tasks for IT Enterprise ManagementJim Kendrick
For more than 12 years, we have been a leader in helping Federal agencies and prime contractors plan, manage, and improve major investments for information technology. Now we bring you QUICK TASKS
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
This document discusses approaches to identifying, assessing, validating, and realizing benefits from IT projects. It emphasizes that organizations often focus on technology implementation but not on achieving expected business benefits. A structured benefits management framework is needed to ensure benefits are identified upfront and plans are in place to track and achieve them. The framework should include identifying potential benefits, assessing and validating benefits, and ensuring their realization.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing a work breakdown structure, and other project management skills and methodologies according to the PMBOK. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution,
Beyond Budgeting Vs Traditional BudgetingKavee Rajiah
The document summarizes a presentation on traditional budgeting versus beyond budgeting. It begins with an outline of the presentation topics, which include defining traditional budgeting and its limitations, benefits of beyond budgeting, the 12 principles of beyond budgeting, and implementing beyond budgeting in private and public sectors. It then provides more details on traditional budgeting approaches, why organizations use them, and their criticisms. Benefits of beyond budgeting are listed as faster response, innovative strategies, and customer loyalty. Drawbacks are noted as difficulty changing culture and lack of a clear roadmap. Implementation in private sectors focuses on responding quickly to threats and opportunities while public sector emphasizes efficiency and transparency.
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
This document provides a quarterly review of the PresenTense Group's programs and metrics from January to May 2012. It discusses progress and challenges for their Community Entrepreneur Partnership programs in North America and Israel, as well as their PTSchool seminars. Key highlights include successful launches of new CEPs in multiple cities, exceeding metrics for trainer participation, and challenges around balancing client prices and relations. The review concludes with next steps to improve programs based on feedback and ensure future success.
PresenTense held its quarterly report meeting on February 28, 2012. The report discussed metrics and challenges across PresenTense's Community Entrepreneur Partnership programs, SocialStart training, and overseas expansion efforts. Key highlights included growth of the Israeli market, successful launches of fellowship programs across 6 cities in North America, and initial progress expanding to new regions like Russia and Europe. However, challenges remained around ensuring program consistency, addressing coordinator and facilitator needs, and adapting products for different markets and budgets. Overall the quarter showed progress in reach and impact but also room for improvement.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
This document discusses outsourcing financial transaction processing to shared service centers. It notes that while outsourcing can reduce costs, there is a high failure rate if relationships are not well analyzed. The document provides an overview of outsourcing advisory services and considerations for outsourcing in the financial services industry. It analyzes processes in a banking back office to determine suitability for a shared services structure and describes common shared services models and key governance structure elements.
30 days to a more powerful vocabulary 0671530313Vân Anh Nguyễn
The document discusses the benefits of exercise for both physical and mental health. It notes that regular exercise can reduce the risk of diseases like heart disease and diabetes, improve mood, and reduce feelings of stress and anxiety. The document recommends that adults get at least 150 minutes of moderate exercise or 75 minutes of vigorous exercise per week to gain these benefits.
This document discusses a study assessing the impact of core banking and service quality on customer satisfaction at Commercial Bank of Ethiopia's Bishoftu branch. It provides background on the banking industry and core banking technology. The objectives are to examine changes after adopting core banking, and the impact of core banking and service quality on customer satisfaction. A survey was conducted of 220 customers, finding that customers were most satisfied with assurance and reliability, and least satisfied with responsiveness. There was a positive correlation between core banking, service quality factors, and customer satisfaction. The conclusion is that core banking and service quality influence customer satisfaction.
The document consists of over 200 repetitions of the phrase "Downloaded From WWW.books4career.blogspot.com". It does not contain any other substantive information.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
A System-Wide Approach to Driving Process ImprovementKaiNexus
In this KaiNexus continuous improvement webinar:
1. Get actionable advice from lessons learned in Kettering Health Network's 5 year process improvement journey
2. See how Kettering's system-wide approach to projects, training, and daily problem solving led to $2.6 million of financial impact last year
3. Learn about KaiNexus, the continuous improvement software platform that spread continuous improvement by enabling change management and accountability within the system
Watch the webinar here: http://info.kainexus.com/continuous-improvement/culture-of-continuous-improvement/a-system-wide-approach-to-driving-process-improvement/webinar/signup
NMC 2012 Media Tools for Reflection in Learning-lastAnna Keune
Teemu Leinonen and I hosted a Breakout Session at the NMC Summer Conference 2012 on the new media tools for reflection for learning, that we designed together with our colleagues Tarmo Toikkanen and Jukka Purma at the Learning Environments Group of the Aalto University School of Arts, Design and Architecture.
Enterprise Hive Webinar: Deploying Social Business Software in Member-Driven ...Enterprise Hive
Enterprise Hive, creator of social business software, is proud to partner with the New Media Consortium (NMC), an international membership community of experts in educational technology, in developing the NMC Commons, a private, secure online community that fuels productivity and enables NMC's global membership to collaborate and communicate seamlessly.
This presentation is a webinar discussion on how the NMC Commons online community, powered by Enterprise Hive's HiveSocial social business software, taps the power of social business online business processes to improve NMC's delivery of member services and foster dynamic communication and collaboration among its membership.
The document outlines details for several construction projects at the NMC Hospital in Dubai Investment Parks. It describes projects for expanding the MRI section with a new floor at a cost of 1.6 million AED, renovating the pharmacy interiors for 511,000 AED, upgrading the emergency room for 446,700 AED, and improving offices and conference rooms for 575,000 AED. The work involves site preparation, foundation, structure, finishes, and mechanical, electrical and plumbing systems.
How content marketing agency Switch helps one of the UAE's leading banks communicate more effectively with staff, stakeholders and customers. English version.
Corporate Training in Abu Dhabi for ADNOC GroupFaisal Faruqui
Case study of a corporate training program conducted for ADNOC group professionals on managing diversity and change by Westford Exeed Executive Education.
Implementing CRM: What Works, What Doesn't and How to Make Your Project a Suc...NTEN
The document discusses implementing a customer relationship management (CRM) system. It provides an agenda covering what CRM is, defining implementation success, the implementation process, staffing the project, managing change, supporting user adoption, and how the CRM relates to other systems. The presentation includes a case study of a multi-year enterprise CRM project for a large nonprofit with multiple systems. It outlines objectives, methodology, phases, schedule constraints, and a collaborative design approach.
This document provides an overview of a project report on assessing the quality of banking services provided by commercial banks in India. It discusses the objectives of the study, which are to assess various aspects of services provided; the use of IT-enabled services; customer satisfaction levels based on different factors; and customer expectations. The research design uses a descriptive approach, collecting both primary and secondary data through structured questionnaires with closed and open-ended questions administered to 250 respondents in Rajkot. It also includes background on the banking sector and types of banks in India.
CRMready Webinar Series - Part 3 - How to Make Your Nonprofit’s CRM Implement...TheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, the project roles needed for a successful CRM implementation, and project management. In part 3 Heller Consulting talks about managing expectations with change management, evaluating risks with a CRM implementation and what roles are needed to ensure the project is a success for your nonprofit organization.
A STUDY ON INTERNET BANKING SERVICE QUALITY IN CACHAR DISTRICTSandip Dey
This document is a dissertation submitted by Sandip Dey for the partial fulfillment of a Master of Business Administration degree. The dissertation is titled "A Study on Internet Banking Service Quality in Cachar District". It includes an introduction, acknowledgements, preface, table of contents, and the first chapter which provides an overview of internet banking, measuring service quality, parameters for measuring service quality, capturing customer perspectives, gaps in service design and delivery, and strategies for closing gaps. The document appears to be analyzing service quality of internet banking in Cachar District in India.
Measuring the service quality in banking industrydjvegad
This document presents research on measuring service quality in the banking industry in India. A survey was conducted of 60 customers of SBI and ICICI Bank. The findings show that for tangibility, customers perceive ICICI Bank more positively, while for reliability, responsiveness, and assurance, SBI scored higher. Both banks need improvement in meeting customer expectations. The study was limited by its small regional sample and being conducted at a single point in time.
This document is a project report submitted by Chandrasekhar Goud for his Master's in Business Administration. The report studies online trading and stock broking at Sharekhan Pvt Ltd. It includes objectives to analyze changes after moving from outcry to online trading, study Sharekhan's departments, and understand their online trading system. The methodology includes interviews with Sharekhan and collecting secondary data from materials, magazines, and books.
E-Choupal is an initiative by ITC that set up internet kiosks in rural India to help farmers get access to market prices and sell directly to buyers. Previously, farmers had to sell to commission agents at government-regulated markets which lacked transparency. E-Choupal addresses this by connecting farmers through kiosks, providing real-time prices, and allowing them to sell directly to buyers. Key factors in its success include access to markets, price information, and reducing commission agent margins. The future strategy is expanding to more villages and adding services like insurance.
The document discusses retail banking in India. It notes that retail banking refers to banking services offered directly to individual consumers rather than corporations, including savings accounts, loans, credit/debit cards. Indian retail banking is growing rapidly due to increasing consumerism, internet usage, and new banking companies/technology. Banks are adopting strategies from retail stores, such as improved customer service, customized products, and using data to better understand customer needs.
The document summarizes key points from William Zinsser's book "On Writing Well" about writing nonfiction. Some of the main ideas discussed include writing simply and for oneself first, using words carefully, maintaining unity within a piece, capturing the reader's attention in the opening and closing, and developing an authentic voice that readers will recognize. The full book covers additional topics like different forms of nonfiction writing and maintaining enjoyment, confidence and integrity in the writing process.
Similar to WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Direct banking Centre
Convexus is a niche consulting firm that provides expertise in developing customer acquisition, management, and retention processes. It was founded by three entrepreneurs with over 50 combined years of experience in sales, marketing, and operations at companies like Castrol and Asian Paints. Convexus focuses on understanding client needs, constraints, and environments to provide unique solutions that improve process efficiencies. Its services include consulting, learning solutions, and technology tools to enhance productivity and monitoring in areas like customer management, sales processes, channel strategies, and product communication development.
This document provides an overview of Cobb Solutions, a custom software development and services firm. It describes the company's 17 years of experience, core values of developing long-term relationships and exceptional customer service. It also outlines Cobb Solutions' business services portfolio and descriptions, lists some clients, and describes their software development lifecycle and case studies including automating processes for First Choice Power.
Provide Authority
Hold people accountable for what they can control
41
Effective Training
• Training is not just a one‐time event
• Training must be ongoing and reinforced
• Training must be relevant to job duties
• Training must be understood and applied
• Assess competency and provide feedback
• Training is an investment, not a cost
"Tell me and I'll forget; show me and I may remember; involve me and I'll
understand." - Chinese Proverb
42
Empowerment
• Empower employees to identify and correct issues
• Create environment where mistakes are opportunities to learn
• Provide tools and resources to solve problems
• Recognize
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WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, Service and Quality across all domains of Direct banking Centre
1. Lean project on
Improving Sales, Service and Quality across all
domains of Direct banking Centre
A Mashreq Bank – Case study
09.10.2011
1
2. Introduction
About Mashreq
Mashreq has provided banking and financial services to millions of customers and businesses since 1967.
We are one of UAE's leading financial institutions with a growing retail presence in the region including Egypt, Qatar, Kuwait and
Bahrain.
We focus on providing our customers access to a wide range of innovative products and services.
Mashreq is invariably among the highest performing banks in the region. Last year we recorded a Net Profit of AED 803 million
from a Total Operating Income of AED 4.4 billion over the same period. At the end of last year our Total Assets stood at AED
84.8 billion.
Our branch network extends across the UAE with one in every two households in the UAE banking with us. We also have
customer service centers in key retail locations and one of the largest ATM networks in the country. We also have 12 overseas
offices in nine countries, including Europe, US, Asia and Africa.
Vision Customer focused
To provide our customers the most rewarding banking We act in the interest of our customers, seeking to exceed their
relationships expectations
Mission Transparent and fair
Being relationship based We are clear, concise and open in all our communications, and
Delivering superior service treat customers and our colleagues with fairness, respect and trust
Being the primary bank to our customers Progressive
Being the Employer of Choice We are fast, agile and constantly think of ways to enhance
Values customer experience
We are on a constant journey towards service Bold
excellence, developing innovative new products and We challenge established practices and take smart risks
financial solutions. Anticipating your needs and providing Individually Responsible
you with new opportunities, convenience and peace of We each take responsibility for the quality of our work, the success
mind, stem from our core beliefs. of the bank and delivering the brand promise to each customer
Teamwork, cooperation and responsiveness drive the
way we work and form the basis of our core values 2
3. Project Charter
The Business Case:
• Ten years ago Mashreq moved to reinforce its position as a customer centric bank; the
moved warranted a front end that would be inline with latest technological trends, yet
retaining a personal touch. The call center took form with this focus at heart; the system
design was to provide a central contact point for all service inquiries and complaints.
• The objective is to improve system integration, automate processes, increase customer
interaction, to meet higher quality standards and ultimately to become the benchmark
of the industry. The goal is to move from “Good to Great”
• As a part of overall bank’s strategy to lean entire organization,DBC being front end
customer centric was scheduled in initial wave of the overall project in Jun-2011.
3
4. Project Charter
Our key objectives are to improve customer experience and
increase sales
Objective Description
▪ Improve first call resolution
Improve ▪ Reduce agent variability
customer ▪ Improve skills levels
experience ▪ Reduce hold time during call
▪ Make IVR more user friendly
▪ Use flexi team to manage service levels
Increase ▪ Invest capacity created in outbound sales activity
through flexi team
Sales
• Capacity creation through
― Scheduling
― Migration to IVR
― Skills improvement
― Call guides
― Process improvement (CRM utilization, KMS
enhancement, follow-up via SMS)
4
5. Project Charter
Project Timelines : DBC pilot wave was structured along 5 well defined
steps starting 15-Jun-11
Wave plan
1 2 3 4 5
Bootcamp Diagnostic Design Plan Roll-out
4 days 2-3 weeks 2-3 weeks 1 week 6 weeks
Description
Subsequent
1 Attend training course covering key Lean principles and waves consist
practical exercises on diagnostic tools and design of 1 week mini
diagnostic and
5 weeks Roll-
2 Diagnose area following 5 lenses approach, as trained in out
boot-camp (e.g.., overall process efficiency, process maps)
3 Design future state solutions (e.g.., performance boards,
process improvements)
4 Develop implementation plans for roll-out (for branches,
develop network wide roll-out approach)
5 Implement solutions with team on the ground
5
6. Project Charter
Project Team: Roles & Responsibilities
Names Role Responsibility
Somnath Menon – Group Project Super Sponsor To provide support for the project in terms of
Head Operations resource. Review tollgates, remove roadblocks and
provide approval for next phase
DMG – Decision making Forum Established To collectively provide support for the project in
Goup with senior decision terms of resource. Review tollgates, remove
makers across roadblocks and provide approval for next phase
relevant functional
areas (e.g.
Operations, IT, HR
etc)
Anindo Bhattacharya Project Owner To provide overall project leadership and guidance
Aditya A Senior Lean Lead Project Mentor
Leonard Fernandes DBC Service Manager Lead project, arrange for resources
Kamruddin Q, Shera M Lean team members Facilitate project in terms of structured approach,
analysis & use of quality tools
Mohammed Desouky / Team member -DBC Provide input & support execution
Donna
6
7. Project Charter
Critical to Quality – CTQ - Base lining
DBC overall performance is within target but there is scope for
improvement in AHT & Quality
Target
DBC Key Performance Indicators
4 Line Actual Target
Service
level1 82 80
Percent
Aband-
on rate 5 5
Percent
TS score
Percent 74 70
Top3 box
Quality
score 2 76 80
Percent
AHT
362 270
Seconds
1 Service Level = % of calls answered within 20 seconds
2 Quality score is an internal service level KPI and is driven by DBC management. Overall score calculated as per call qualit y
team check
SOURCE: DBC MIS, PBA report Mar11 to Jun11
7
8. Project kick of meeting
Agenda Present Project charter to Project sponsor for approval,
Introduction to project team
Presented by Lean team
Reviewed by Super Sponsor along with Decision making group
Present Project team
Date 10 June 2011
Outcome Agreement on Project Charter Authorization to move to
diagnostic Phase
8
10. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours
11. Diagnostic
VOICE OF THE CUSTOMER
Quick turn around time, accuracy and IVR navigation
are key areas of focus from the customer’s perspective
Critical areas of focus from
Key priority areas for the customer1
customer perspective
Importance
Unit of measure
2A Ease of navigating phone
2B banking
High
2D
2A 2D Ease of transferring to PBA
4D on IVR
2C
2E Speed of completing the
4B Average performance on
2E transaction
all questions above 7.5
and below 8.5 4B Ability to provide accurate
information
Medium
4C 2C Functions and services
available on phone banking
2B Clarity of information
received
4A Being polite and courteous
4C Showing a willingness to help
4D Communicating in a clear and
4E easy to understand manner
4A
Low
4E Proactively offering other
products and services
0 7,5 8,0 8,5 9,0 9,5 10,0
Performance
1 Based on regression analysis of overall customer satisf action with phone banking with key dependent
variables including voice and non voice (IVR) satisf action criteria. Mashreq Gold has been excluded f rom
the analysis as data sample size not large enough
SOURCE: DBC Transaction survey 2011 YTD, Team analysis 5
11
12. Diagnostic
IVR connection time cited as most common dissatisfier by
customers
Customer satisfaction scores Breakdown of dissatisfiers
Percent Percent
Satisfied Neutral Dissatisfied
(Rated 8-10) (Rated 4-7) (Rated 1-3)
1 Long time to connect to PBA 30
2 Poor PBA knowledge 17
Gold-
27% 3 Difficult to navigate IVR 13
24 4 Customer put on hold 8
5 PBA not profesional 2
2 Gold-9%
6 PBA didn‟t keep promise 2
74
Gold-64% 7 No comments 28
Total 100
Sample size 723
Customer comments on IVR and PBA
IVR related 1 3 PBA related 2 4 5 6
▪ The process in the initial stage is very long ▪ At times, the phone banking staff are not able to
▪ Connecting time with representative is high and give solutions to the customer problems
slow compare to other bank ▪ The call centre representative takes a long time to
▪ Holding period is high and option is also lengthy understand the customer‟s problem
▪ Complicated automated option ▪ The customer service did not call back as promised,
▪ IVR not giving correct option they do not follow up
▪ Difficult to reach PBA
SOURCE: Transaction survey result – Jul-10 to May-11
12
13. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours
14. Diagnostic
PROCESS EFFICIENCY
A Agents have 19% idle (wait) time PILOT TEAM
Percent
100 Benchm ark
14 Effective tim e
5 81
7
Effective time
8 66 of 47%
60
19
7
5 35
Paid leave Ab- Log in Break MeetingUtilized Idle Hold ACW Active Effective
time1 sence time time Talk time
time benchmark
Utilized time of 66% at par with McKinsey
benchmark of good performance (69%),
however, high overall effective time lower than
international benchmark
1 Excludes weekend leaves
SOURCE: PBA report data Jun-11, McKinsey benchmark including: Barclays, Credit
Agricoles, Deutsche, DZ, CS, UBS, Fortis, HBOS, HSBC, Rabobank,
Soc Gen
14
15. Diagnostic
PROCESS EFFICIENCY
Significant opportunity (~8% of capacity) to migrate calls
onto IVR
Monthly volume Opportunity to
migrate1 (percent)
Credit card
25 50000
bill payment
Opportunity to
Transaction migrate simple
25 25000
inquiry transactions to IVR
Increase customer
satisfaction by
MOL activation 10 10000 avoiding customer
referral to MOL and
IVR for payments
Blocking captured
50 2000
/stolen card
1 Opportunity to migrate based on discussions and preliminary brainstorming with DBC pilot team
SOURCE: DBC MIS, Team analysis
15
16. Diagnostic
C AHT improvement of 7% can be achieved by reducing staff
AHT variability xx% Improvement
opportunity
AHT across agents by quartile
Agent by quartiles Unit Target = 270 ▪ AHT performance vary
substantially across Agents,
ranging from 241 to 525
seconds
Quartile 1 277 ▪ Increasing sharing of best
practices, such as standard call
guides, coaching and process
Quartile 2 327 confirmation can support
reducing this gap
-14%
▪ Moving quartile 3 and 4 to
Quartile 3 373 average will increase capacity
-17% by ~7% post process
improvement
Quartile 4 438 ▪ Moving all quartiles to target of
270s will reduce AHT by ~31%
Ø 353.75
SOURCE: DBC KPI perf ormance report Apr-11 to May-11, pilot team
16
17. Diagnostic
Process Efficiency
Quality scores can be improved by reducing variation
between parameters
Score
Improving scores on
Cross sell, migration &
knowledge will
increase Inbound
Quality score by 11%
SOURCE: DBC MIS, PBA report
39
Average Quality report – Mar-11 to May-11
17
18. Diagnostic
PROCESS EFFICIENCY
C Exclusive use of CRM could reduce number of screens used
by agent through systems integration
DBC average monthly volume – only 17% of transactions logged in CRM
Volume transactions logged at DBC
CRM-Inquiry
Cancellation 53% CRM-Maintenance
Cancellation Charge 39%
Reversal Activation 27% …Scope for reducing list of
2,50 systems used by DBC
4 Tin Generation 8%
EPP 6%
System Scope
17% Captured 6%
▪ Sys Family Yes
Tin Reset 6% ▪ Banc 24 Yes
▪ Intranet/KMS/MOL Yes
▪ Select Partly
▪ Vectus Partly
83% CRM-Complaint ▪ Excel Partly
▪ CTS web tbc
▪ Mimick tbc
Banc 24-Inquiry ▪ Postilion tbc
Card Feature 19% ▪ Outlook tbc
Card –Bill Payment 16% ▪ Vipra tbc
▪ SFE Leads tbc
Transaction Enquiry 12%
Casa Features 10%
Dead + Call Transf erred 8%
SOURCE: CRM + Banc24 volume f rom Mar-11 to May-11
18
19. Diagnostic
PROCESS EFFICIENCY
30% of calls received in IVR are abandoned at various
points due to poor navigation
Eliminated
Welcome Menu xxxxxx
Location prioritized
17.3% xx%
Percent calls
Select Language abandoned
22 1 For Arabic 2 61 English
For 3 For Hindi 16 % Volume %
0.9%
Status of application
76 Existing Mashreq Mobile banking
1 8 2 for loan, Credit card 7 3 Banking products 2 4
customer services
or account
Mashreq banking Card
65 1 4 2 2 3 Block card
services activation
5.1% GSM Landline
1
0.4% or Internet bill
71 0 Speak to agent 1 Etisalat bill 2.1%
Recharge
2
WASEL account
27 1 Balance 1.2% 2 DEWA bill
Comprehensive
3 Credit card structure
2 Last 3 trans. 0.2% 1 1 3 SEWA bill
bill payment
11 Payments and Utility bill 1%
3 10 2 4 ADDC bill 1 Pay bills
account transfer payment
3 Mobile activation Account 0.2% Recharge
4 3 5 DU bill 2
code transfer mobile bill
More trans., TIN
5
change, Cheque book 0.3%
More on balance Credit card-auto Order a cheque
1 2 Change TIN 3 4
and transactions payment option book
Account or credit Last 5 30 account trans- Last credit card
1 2 3 4
card details transactions actions by fax statement by fax
SOURCE: DBC IVR data, MIT 0.1%
45% of the calls are verif ied through IVR
19
20. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours
21. PERFORMANCE MANAGEMENT
Diagnostic
Scope to improve performance management on all dimensions
KPI definition 1 = Poor
▪ Clear accountability of KPIs 5 = Good practice
▪ Main KPIs exists but no clear
cascade of top level KPIs to staff
Corrective actions level Reporting formats and
▪ Root cause of problems not frequency
addressed ▪ Formats are standardized and
▪ Corrective actions are not clear
tracked systematically 5
▪ Daily service level, interval,
sales and PBA report helps
close monitoring of team
4
Performance review
3
▪ Performance meetings not Data collection, report
held regularly production
2
▪ Informal discussions around
targets missed but no focus ▪ Data and report storage
1 standardized and well
on performance gaps
▪ Room for improvement in organized
structuring meetings (agenda, ▪ No SOPs for formal data
roles, inputs, outputs) collection procedures
Improvement planning
▪ Quality score to identify areas
of improvement on a monthly Target setting
basis ▪ Clear targets are set around
▪ Balancing metrics in place, but productivity, quality,
long term sustainable transaction mistake,
improvement plan not in place punctuality and sales
1 Chart incorporates weighted average survey response of 5 pilot team Agents and
calibration against benchmark
SOURCE: Perf ormance Management Survey
21
22. Diagnostic
Existing performance boars do not consistently cover unit
KPIs and performance Table shows, Name of DBC
Electronic screens are visible and Boards showing top agent, ID, Activity being
track PBA performance in real-time performer amongst the 1 done and agent stat. Online
but don’t show trending team data updated every 5 sec.
Table shows, Name & ID of
DBC agent, in call status, NR
4 3 5 6 2 reason and time in state.
Online data updated every 3
sec.
1 2 Call offered, answered, call in
3
wait and maximum call wait
4 for Gold and whole DBC
respectively.
Top performer in terms of
5 6 Quality and cross sales
Visible boards showing best PBA, 1 st Visible boards showing best
runner up, Quality star and best PBA and teams in terms of
team leader for the Month cross sales Visible boards showing best
PBA, 1 st runner up, Quality
star and best team leader for
7
8 the Month
7
Board showing best PBA
agent as well as team in
8 terms of cross sales.
Boards showing the Service Level % Yellow line showing the
9 actual service level on a
monthly basis
Green line showing the target
10 service level (80%)
9 10
22
23. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours
25. Contents
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours
26. Diagnostic
Focus group workshop helped PBAs identify key organizational
issues and discuss their future vision of Mashreq
From …
“Teams are not fully “Mashreq is slow”
engaged”
“Focus is always on Service
“Changes are made Level, if it is down then we
without involving PBAs” have huddles otherwise
not”
“I don‟t think that my
opinion matters” “Full of stress”
“When customers bank “We are being trained by
with us they feel the ourselves”
road is closed”
“Mashreq‟s products are
“Customers are not un-paralled compared to
properly informed and other banks, but needs to
complain about hidden facilitate customer‟s wants
charges” and needs”
“Process is slow-
delays occur
frequently”
SOURCE: DBC f ocus group workshop with pilot team members
26
27. Diagnostic
Focus group workshop helped PBAs identify key organizational
issues and discuss their future vision of Mashreq
… To
“Greater employer
“Customer oriented
engagement,
and profitable”
knowledge sharing
and empowerment”
“We have to be “Highly supportive
progressive” senior management”
“If customers bank
with us, we want “We have to be
them to smile” supportive”
“Customers “We want to see it as a
appreciate our perfect call centre giving
services” best services”
“Happy and satisfied
employees”
“We have to get
going”
SOURCE: DBC f ocus group workshop with pilot team members
27
29. Tollgate review
Agenda : Present diagnostic findings to Decision making group & take
approval to design solutions for the same
Presented by Lean Project team
Reviewed by Super sponsor along with Decision making group
Date 13 Jul 2011
Outcome Project team authorized to design solutions
29
31. Contents
▪ Summary
▪ Voice of the Customer
▪ Process efficiency
▪ Performance management
▪ Organisation and skills
▪ Mindsets and behaviours
32. Design
Customer needs drive the solutions designed for DBC
Lever Solution
VOC priorities
▪ Analyse transaction surveys
Resolve issues at first Voice of
customer ▪ Action planning and feedback
contact
Should be able to reach
▪ Optimize scheduling and create flexi
agent quickly
team to utilize idle time in outbound
IVR should be simple and sales
easy to use Process Enhance overall
efficiency
▪ Increase CRM utilization to reduce
customer
Customer should get quick duplication of work experience
and accurate solutions ▪ Consolidate forms in CRM
PBA knowledge needs to be ▪ Optimise verification questions Increase DBC
increased ▪ Revise call guides with precise and capacity
comprehensive scripts utilization
What the
customers said.. ▪ Reduce queries by enhancing KMS Enable PBAs to
▪ Redesign MOL activation process service customers
“Had to visit the bank more ▪ Simplify IVR & improve navigation at first contact
than once before complaint
could be resolved” ▪ Huddle boards and daily huddles Reduce and
Performance to measure individual performance
management effectively use
“It is very difficult to ▪ Revised incentive scheme idle time to
navigate the IVR” ▪ Process confirmation generate sales
▪ Call listening and daily coaching for
“Speed of completing the Organisation each agent to improve performance
transaction is very low” and skills
▪ Enhance PBA knowledge through skills
matrix based training plan
“Took too long to resolve ▪ Ensure value add time spent using DILO
the problem”
▪ Team barometer
Mindsets and
“PBA knowledge is poor” behaviour
▪ Fostering understanding and reinforcing
change
32
33. Design
Design solutions will have a positive impact on first contact
resolution and sales
First contact resolution Sales
Resolution provided at first Total DBC average monthly sales
contact AED million
Percent 25
500 10
+5%
+200% 42 TSU 10
Complaints 14
365
Outbound 340
+10% 65
59
Service Inbound 150 150
requests
Current Future Current Future
▪ Enable PBAs to service customers at first ▪ Reinvest idle time in outbound sales through
contact creation of flex team
- Revise ADMs - Flex Team will do outbound calls when inbound
- Provide system accesses call volume is low and vice versa
- Provide training and coaching - Generate additional outbound sales of AED
2.5m per month
SOURCE: Team analysis
33
34. Design
Doc ID TBD
VOICE OF CUSTOMER
Monthly transactional surveys will be used to further drive
and sustain improvements over time
Snapshot of transaction survey Actions
Overall Measures Non Actions
Priority Link customer surveys to action planning
Last Modified 06/07/2011 08:49:33 Arabian Standard Time
and feedback/ problem resolution sheet
Overall Satisfaction with Phone 71%
Banking (Weighted Index) Embed in call listening and coaching
Automated Phone Banking Overall 70% sessions
(Weighted Index)
Phone Banking Rep. Overall 75% Link survey results to KPI‟s for Team
(Weighted Index) Leaders/Team Managers
Key Drivers/ Areas to Focus
Customer satisfaction (survey results) to
Printed 18/03/2011 10:42:48
Ease of navigating the automated Monitor be continuously tracked on huddle boards
phone banking system
Functions and services available on Monitor Analyse Voice of customer trends every six
the automated phone banking months
service
Speed of completing the transaction Monitor - Discuss necessity for further process
Being polite and courteous Maintain adjustments
Ability to provide accurate Maintain
information upon request - Create action plan and assign
Showing a willingness to help Monitor responsibility
SOURCE: Market Probe monthly transaction survey, team analysis 27
34
35. Design
PROCESS EFFICIENCY
To make additional outbound calls, flexible team of multi-
1
skilled PBAs is needed which will utilize wait time
effectively Base load
volume 1 Idle Capacity Capacity Calls offered
Flexi Team will do
Calls per day outbound sales activity
thousands Flexi team is a dynamic concept and will when inbound call
increase /decrease based on volume
forecast volume is low
Manage inbound peaks
during month ends and
beginning of month
10 FTE
Reduce and effectively
use idle time to generate
sales
Effective use of telopti to
91 FTE schedule and monitor
agents
Calculation of Flexi team:
Base load team FTEs will handle 70% of the call volume (Average call volume + standard deviation)
A. Average daily volume = 4024 ; std deviation= 581 ; Total volume = 4605
B. Daily productivity of PBA = Total productive hours (7) * calls /hour (10) = 70 calls per day
C. Base load team required on floor (A/B) =65
D. Total Base Load team (factoring 28% leaves) = 91
E. Total team strength =101
F. Flexi team (E-D)=10
G. Calls pr hour is =10 (60mins / AHT 5.88 mins (353 secs)
SOURCE: DBC Interval report Jun-11
35
36. Design
PROCESS EFFICIENCY
Flexible staffing model will enable optimum utilisation of
agents’ idle time
‘RAG model’
▪ 3 status based on call flow
„Red‟ ▪ Flex staff handles inbound only
„Amber‟ ▪ Part of team assigned to outbound
„Green‟ ▪ Move team to outbound calls
▪ Board will be used as a tool to guide/enable the flexible staffing model; it
will have a clear picture of staff mobility and call status
▪ It is the ATLs responsibility to monitor and update the status
Decisions required
Pilot the flex team model in DBC
30
SOURCE: Team analysis
36
37. Design
Eliminating non-value-add activity in enquiry/service Nonvalue add
resolution process can reduce overall process time by TBD % Time taken
(seconds)
Reversal – late payment fee
2 5 30 10 90 5
Ask for Customer
Thanks for
Greet Understand card number verification –
Start Receive call or account ask 3 providing the
customer request
number questions answers
10
10 45 45 60 Inform 30 30
Check in Inform
Update the cust. that
SELECT why the cust.
Reconfirm request in the request Ask for more
the late regarding
inquiry CRM with has been assistance
payment was the late
reason acknowl-
charged payment
edged
10 15
ATL/TL will
Close call End
update CTS
▪ Total processing time – 387
▪ Value add – 332
▪ Nonvalue add – 55
37
38. Design
PROCESS EFFICIENCY
The design focuses on processes that deliver the most
2
impact High Impact
Average
monthly Diagnostic Design
volumes after Opportunity Opportunity
Type of call Process name migration Percent Percent
1▪ CC/CASA product feature PE 3.57 3.57
2▪ Credit card bill payment IVR 0.49 0.49
IVR
3▪ Transaction inquiry 0.39 0.39
PE
Enquiry 4▪ Voucher redemption 0.76 0.76
5▪ CC cancellation FCR
1.58 1.58
6▪ Delivery PE
FCR 0.07 0.07
7▪ Interest calculation PE
0.01 0.01
8▪ MOL activation IVR
PE 0.44 0.44
9▪ Captured and stolen cards PE 0.00 0.00
▪
10 Via forms PE 0.45 0.45
Service ▪
11 Reversals – late payment fee FCR 0.16 0.16
requests
▪
12 Balance transfer PE
0.14 0.14
▪
13 EPP PE
0.16 0.16
▪
14 Supplementary Card request PE 0.06 0.06
▪
15 Credit shield PE
0.11 0.11
▪ Complains solved by DBC PE 0.37 0.37
Complaints
Overall impact ~9%
SOURCE: DBC MIS, Team analysis
38
39. Design
PROCESS EFFICIENCY
Increase effectiveness of CRM workflow by enhancing
2
utilization across different units and improving speed
To be prioritized
Issue Requirement Action required Timeline
CRM server capacity Improve client bandwidth Approval to apply approved Short term
issue by increasing server space capex 6-8 weeks
Key departments not on Engage departments and Design and agree Short term
CRM leading to manual onboard onto CRM (Card requirements with units 6-8 weeks
processing and delays Ops, CAM, CDC, FRMU) and launch URF
(Card Ops, CAM, CDC) Develop request forms in
CRM
Use of independent excel Standardized linked in Vendor to revert on feasibility Short term
sheets to do calculations excel calculator in CRM and timeline 6-8 weeks
– lack of calibration and ISG approval required
standardization
Agent accesses multiple Integrate and populate Assess feasibility TBD
systems for information - information in CRM Evaluate impact on core
Motion and time waste system
(Select, Banksys, CTS, Host systems compatibility
Bank 24) Middleware compatibility
Unable to log multiple Enable user to log multiple Vendor to revert on feasibility Long term
requests in a single activity requests in a single CRM and timeline
in CRM activity
Decisions required Overall impact ~3%
▪ Budget approval for procurement and system enhancement increase in capacity
SOURCE: Team analysis
39
40. Design
PROCESS EFFICIENCY
Reduce process time for form related processes through
2 consolidation of forms and automation in CRM
From To
3 manual forms used with duplicate Single form with reduced fields in
fields CRM
Card Maintenance Form to Card Services Unit from DBC
Prima ry Ca rd holde r Prima ry Ca rd holde r
na me na me
Se le ct# Se le ct#
Prima ry Cre dit ca rd 1# Prima ry Cre dit ca rd 1#
Sup Cre dit ca rd 1 # Sup Cre dit ca rd 1 #
Sup Cre dit ca rd 2 # Sup Cre dit ca rd 2 #
Sup Cre dit ca rd 3 # Sup Cre dit ca rd 3 #
Sup Cre dit ca rd 4 # Sup Cre dit ca rd 4 #
De bit Ca rd 1 # De bit Ca rd 2 #
Ca rd Re pla ce me nt Re a son
Damaged p Internet Misusage p Lost p
W rong Embossed p Fraud Trnx p Stolen p
ATM Captured p Disputed Trnx p Others (Specify reason) p
Advance Renewal p
Re a son for othe rs
Cre dit Limit De cre a se
De cre a se Cr Limit to AED / QR _ _ _ , _ _ _ . _ _
De cre a se Ca sh Limit to AED / QR _ _ _ , _ _ _ . _ _
Ma shre q Points Tra nsfe r
From Cre dit ca rd :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ , _ _ _ Dr
To Cre dit ca rd :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ , _ _ _ Cr
Inte rca rd Tra nsfe r
From Cre dit ca rd :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ AED / QR _ _ _ , _ _ _ . _ _ Dr
To Cre dit ca rd :- _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ AED / QR _ _ _ , _ _ _ . _ _ Cr
Comme nts if a ny: -
Re que st ta ke n by Sta ff ID Da te Signa ture
Manual filling of fields reduced
from 125 to 43. Overall impact
Forms on CRM will reduce it to ~0.5% increase in
8 fields capacity
Decisions required
▪ Card Ops to use CRM work flow for processing request received from DBC
▪ Development of form feature in CRM
SOURCE: DBC
40
41. Design
PROCESS EFFICIENCY
KMS enhancement & alignment will reduce time spent on
2
searching and solving queries during calls
From To
Product based KMS KMS prioritized by volume &
transaction type
Top Transaction Types
Product Features Credit Cards - Bill Payment
Transaction Inquiry CASA - Available Balance
Credit Cards - Mashreq Points Internet Banking
General - Br. timings / locations ATM & DCC - DCC Inquiry
EPP Card Cancellation
Supplimenatry card Replacement and renewal
Quick Links Updates TAT Br timing & location Eligibility criteria Quality Guidelines
Knowledge base Product Knowledge System Knowledge Country wise guidelines
Decisions required
▪ Approve proposed KMS design
SOURCE: Mashreq Knowledge Management System
41