cio day and opex banking & finance day
TRANSCRIPT
CIO Day and
Operational Excellence
Banking & Finance Day
Project “Bank van Morgen”
became
Artie Debidien
Director ICT & Operations
20 years HR Manager@Randstad Holding HR Manager@EMS Chiara/ICT Trainer IT Consultant@P&C Consulting IT System/Network Administrator Mainframe, Unix, OS2, NT4@Delta Lloyd Bank ICT Manager@Bank Labouchere ICT Manager@Dexia Bank Nederland ICT/Operations Manager@Toerkoop Reisburo Groep Sales Sr Account Executive, IT Advisory Large Corporate Accounts@Dell Nederland Sr Management Consultant@ConQuaestor Consulting Director ICT & Operations@Knab
40 years+
Results Through People
Leadership & People
Management
Result driven
WorkFORCE
WorkPLACE
Engaged Employees &
Culture of Excelence
Goals
Individual attention
Knowledgeable, energetic and ambitious people
Facilities, Resources & FUN!!!
DRIVE is between FEAR & BOREDOM
3
The road to Innovation
What desires, needs and demands do customers have?
1
What is viable in the banking
marketplace?
What is possible with
technology, processes and
smart operations?
3
2 3
Bank van Morgen Project
• - Full Service (Payments, Savings, Deposits, Investments, Asset Management) Bank started from scratch per Friday 1 October 2010
• - Started with 5 new employees & 3 founders
• - Go Live date 20 september 2012
• - Current headcount 70 employees
• - Available online 24/7
• - Service daily from 7 am till 22 pm
1. Real Customer interest & Pro active
2. Reinventing banking based on and build with customer insights
3. Transparent pricing
4. Full service bank
5. Makes use of advanced technology and efficient processes to add value t
6. Always and easy accessible; multi channel, easy to change mobile, web, virtual or real life face to face
7. Empower customers with the right tools and knowledge
8. Experience full control over their total finances
9. Excellent Service, beyond expectation
10. Making banking easy, even enjoyable!
Dream
Became
1. The Right DNA
2. Turn things around.
3. Work as one team together with all your vendors.
GO LIVE from scratch full service bank within 2 yrs!
Learn from good to great philosophy! It is all about people & purpose without those a company is just a brick building.
10 Golden Rules we lived by and describes our internal vibe
BE THE CHANGE!
2. Processen
6. Werkinstructies
4. RASCI / Authorisatie Matrix
3. Risico Log
7. Procesimplementatie Evalueren & Monitoren
Analyse
Proces-ontwerp
Proces
implementatie 5. Managementinformatie
8.
Advies & Project Management
The BPM Working method
1. Proceshuis
2. Processen
6. Werkinstructies
4. RASCI / Authorisatie Matrix
3. Risico Log
7. Procesimplementatie Evalueren & Monitoren
Analyse
Proces-ontwerp
Procesi-mplementatie 5. Managementinformatie
8.
Advies & Project Management
De BPM werkwijze The BPM Working method
1. Proceshuis Vaststellen van een logische indeling van procesdocumentatie, maken van koppelingen met:
1) Processenhuis
2) Totaal overzicht BvM processen
1. Proceshuis
6. Werkinstructies
4. RASCI / Authorisatie Matrix
3. Risico Log
7. Procesimplementatie Evalueren & Monitoren
Analyse
Proces-ontwerp
Procesi-mplementatie 5. Managementinformatie
8.
Advies & Project Management
De BPM werkwijze The BPM Working method
1. Verkrijgen van relevante input (productspecificaties, beleidsdocumenten en
architectuur), vaststellen van requirements en uitgangspunten
2. 1e review / workshops op basis van een concept procesbeschrijving
3. Eerste uitwerking proceshandleiding (nog excl. RASCI, Risk log en MI)
2. Processen
Productspecificaties Beleidsdocumenten
Concept procesflow
+ requirements & uitgangspunten
1e review
Proceshandleiding (excl. RASCI, Risk Log en MI)
2. Processen
1. Proceshuis
6. Werkinstructies
4. RASCI / Authorisatie Matrix
7. Procesimplementatie
5. Managementinformatie
8.
Advies & Project Management
De BPM werkwijze The BPM Working method
1. Organiseren van een risk workshop
2. Opstellen van het risk log
3. Besluitvorming / implementatie van de mitigerende maatregelen
4. Centraliseren van de risk monitoring
# Proces Risico beschrijving
Soort risico
FIRM
Mogelijke
gevolgen Beheersmaatregel(en) Actiehouder Deadline Status
Werkstroom Product eigenaar
2 BSD Sparen Marcel Kalse Er w orden gelden gestort op de
spaarrekening terw ijl CDD proces
voor betaalrekening nog niet is
afgerond.
Integriteit-
risico
Storting zw art of
crimineel geld op
spaarrekening.
Blokkering betaalrekening tot het moment
dat CDD proces is afgerond. Bij niet-
identif icatie op RC volgt geen overboeking.
Actie opgenomen in ontw erp van
aanvraagfunnel
Rob Walg 15 juni 2011
(verankering en
goedkeuring opzet
proces +
opgenomen in
testscripts)
Open
7 BSD Sparen Marcel Kalse Schenken rente aan een goed
doel: Rente w ordt geschonken
aan goede doelen die in opspraak
raken of ongeautoriseerd zijn
toegevoegd aan de lijst met goede
doelen
Integriteit-
risico
Reputatieschade
bank
- screenen goede doelen adhv CBF
- procedure uitw erken voor opvoeren
goede doelen
- openlijk communiceren w elke richtlijnen
w orden gehanteerd om goede doelen op te
voeren
- Autoriseren mogelijkheid om lijst goede
doelen te w ijzigen
Daniel Ogertschnig 1 juli 2011
(oplevering
beleidsdocument +
proceshandleiding)
Open
3. Risico Log
2. Processen
1. Proceshuis
6. Werkinstructies
7. Procesimplementatie
5. Managementinformatie
8.
Advies & Project Management
De BPM werkwijze
3. Risico Log
The BPM Working method
4. RASCI / Authorisatie Matrix
1. Vaststellen van de proceseigenaar, taken en verantwoordelijkheden
2. Verwerken van eventuele beheersmaatregelen gebaseerd op de risk log
3. Na goedkeuring van de RASCI, vertaling naar functionele autorisatie matrix
4. Implementatie van de autorisatie matrix in de diverse systemen
2. Processen
1. Proceshuis
6. Werkinstructies
7. Procesimplementatie
4. RASCI / Authorisatie Matrix
8.
Advies & Project Management
De BPM werkwijze
3. Risico Log
The BPM Working method
• Opstellen van (high-level) requirements voor management informatie die nodig
is voor de beheersing en optimalisatie van de processen
• Gecategoriseerd naar type, frequentie en doelgroep
• Functioneel ontwerp volgt op de goedkeuring van de proceshandleiding
5. Managementinformatie
2. Processen
1. Proceshuis
7. Procesimplementatie
4. RASCI / Authorisatie Matrix
5. Managementinformatie
8.
Advies & Project Management
De BPM werkwijze
3. Risico Log
The BPM Working method
6. Werkinstructies
• De uitvoeren afdelingen stellen de werkinstructies zelf op
• BPM begeleid en bewaakt de kwaliteit, verstrekt input en faciliteert in de review
en goedkeuring van de werkinstructie
2. Processen
6. Werkinstructies
1. Proceshuis
5. Managementinformatie
4. RASCI / Authorisatie Matrix
8.
Advies & Project Management
De BPM werkwijze
3. Risico Log
The BPM Working method
• Trainen van eindgebruikers
• Technische (Matrix) workflow; borging van de processen in diverse systemen
• Plannen van de periodieke evaluatie
• Implementeren van de mitigerende maatregelen
• Input test scripts
• Input voor cliënt output, FAQ en gebruikershandleidingen
7. Procesimplementatie
2. Processen
6. Werkinstructies
4. RASCI / Authorisatie Matrix
3. Risico Log
7. Procesimplementatie Evalueren & Monitoren
Analyse
Proces-ontwerp
Procesi-mplementatie 5. Managementinformatie
8.
Advies & Project Management
The BPM Working method
1. Proceshuis
Together with 5 Key Partners and many others
Built the standing Organization from scratch, including training, working instructions and procedures
1
3rd July 2012 Q3 2011
Full Organization
Nothing
Built the standing scalable and flexible ICT Infrastructure from scratch, including IT security, contigency/disaster recovery
2
3rd March 2012 Q2 2011
ICT Infrastructure
Nothing
Accomplish Transition from project into Service Delivery modus, including E2E-alignment with partners on processes, governance and contracts
4 Project - modus
Service Delivery - modus
3rd April 2012 Q1 2011
Design and implement Functional STP Business, Supporting, Compliance and Regulatory processes into website, interaction layer, crm/midend layer and backend systems including external connections and data exchanges
3 Project - modus
Functional Systems and Straight Through Processing
15th June 2012 Q4 2010
4 sections Started from scratch to handover towards ourselves
The shi(f)t is never over …
Jan Feb March April May June July August Sep Oct Nov Dec
2010
2011
2012
Betalingsverkeer
vendorselectie
KA
omgeving
OTAP in beheer van ICT
EXTER
N LIVE
Contractstream Fase 2 (24 schedules, ITIL processen, RACI’s en 1 master service
agreement)
Knowledge Transfer & Steady State
Kick Off
Hoster OTAP bouw
SWAT
RFP
selectie
Hoster
RFP
Proces
Bedenken, beschrijven Knab ITIL processen Fit/Gap & inrichting ITIL
processen
Fit/Gap & inrichting ITIL processen
Externe verbindingen bouw & inrichting
Visie op BPM
Visie op ICT, Test &
Ops
Inrichting BPM & Test
visie
OTAP Technische opleveringen
Security & Performance
BSD Processen
Draaiboek en
Regieteams
INTERN
LIVE
O T A P
U-Turn ICT
Services
First DNB meeting
POC
End2End
Kick Off
Vendors
Contractstream Fase 1 (Core
Banking System & Frond End
vendors
1. Benefit from integration of systems and hardware
2. Be care free through outsourcing
3. Prevent bugs, fixes or incidents
4. Get over performance instead of under delivery
5. Get 100% availibility that you need to be connected?
6. Get secure systems and infrastructure?
7. Get your IT suppliers to shift service instead of boxes?
8. Be in control of your opex and capex?
9. Have predictable opex outlook?
10. Be as agile as the volatility of your business?
Are
u a
ble
to
so
lve
…
The known struggles
Obviously during the setup of Bank van Morgen we could not avoid known IT dilemmas. The way of working helped us to cope with these deep rooted sector problems. How to find customer centric IT vendors?
Our vision on banking
1. All Dutch citizens will have a growing urgency for a
financial plan with at least a horizon of 5 years
2. Earning model and structure of banks will change
radically within short timeframe
3. Customers demand indepandancy from banks to gain
grip and control over their own finances
23
Co-creation = Innovating together!
Open en fully shared and
prepared sessions on
business lines, customer
solutions and services.
Features are developed
through customer articulated
demands and needs.
Ideas are dropped if
customers do not benefit from
them.
Co-creating online = Innovating together!
24
Uncensored
feedback of
customers. Visible
for other
customers, with
option to vote on
given feedback.
Knab Live
25
Online
seminars/webinars
Articles
Financial news
Video files on interest
evolutions in the
marketspace
Information sharing
Real approachable Knab
people.
Overview of finances across banks
Alerts plotting individual
customers requirements.
Overview on savings, Assets
and Lendings across multiple
bank accounts.
Combined
income
customer
and partner
Combined
pension
Smart alerts....
Alerts plotting individual
customers requirements.
Smart Alerts you have plotted yourself
through setting requirements
Smart Alerts due to fiscal benefits, tips
and tricks
Smart Alerts due to changes in laws &
regulations
Smart Alerts to prevent fraud
Smart Alerts because of transactions in
payments and savings domains.
Excellent Service
32
• Service is the hart of the company
• Customer and service driven approach
is in the genes of the people
• No scripts, menus, time limits
• Only surprise is the under promiss and
over delivery
Nr 2 Dutch Consumers
Association
U decide on service, when, where and how
33
• Channel; – Online,
– phone,
– Email,
– Digital virtual office facility,
– Tekst chat,
– Twitter,
– Facebook,
– even Whatsapp)
• Almost any time (daily 7x16 hrs a day)
• Play back all customer interactions and given
information from your digital archive
• One financial assistant for all your questions
• What device you want to use
• Everyone is approachable and accountable
Are you being served…?
34
Financial Assistants are
ranked by customers on their
knowledge, value add and
level of service. This is
transparant for you in your
personal Knab space. Where
you will find all interactions
with Knab in sound and tekst
media files. In addition
customers add their own
attached files theirself in their
digital archive.
Financial Experts
Financial Experts are
ranked by customers on
their knowledge, value add
and level of service. This is
transparant for all
customers from Knab.