Download - Benchmarking
BANK PASARGAD
By:
Amir Rafiei
2nd Global Benchmarking AwardSingapore, 31 Oct 2013
Benchmarking Approach in :
BPI at a Glance
Type: Public
Industry: Banking, Financial services
Founded: 14 Dec 2005
Headquarters: Tehran, Iran
NO. of Branch: 297 branches
Employees: 3251 (2012)
Slogan: Customer is Essence of the Bank
Ranking 2012: • One of the top 10 highest movers bank in the world
• Ranked 257 over 1000• Bank of the year in 2010,2011,2012
Website: www.en.bpi.ir
WHAT: Service, Process & Performance
Our Operational Definition of Benchmarking
When: Always
Why are others better ? How are others better ?
What can we learn ? How can we catch up ?
How can we become the best in our sector ?
Benchmarking in the BPI is the process of improving performance by continuously
identifying, understanding, and adapting excellent practices found outside (and inside)
Where: In/Outside Banking Industrial
WHO: International, Best in Class & Best of the Best
Our leadership Commitment
Identifying factors:
• Maturity
• Organizational level
• Staff Competency
• Subject allocated
The Hersey-Blanchard Situational Leadership Theory
Our Culture, sharing and learning
• Flexibility• Innovation• Commitment to
Excellence• Innovative Problem
Solving• Monetary/Non- monetary
remunerations
• Intranet
• E-Library
• Knowledge Networks
• Workgroups
• Procedures
• Yellow pages
• Training Courses
• Meetings
• Seminars
• Manuals
• Portal
Our benchmarking process / structure
1. Identify What Is to Be Benchmarked
2. Identify Comparative Other Banks / Companies
3. Determine Data Collection Method and Collect Data
4. Determine Current Performance "Gap"
5. Project Future Performance Levels
6. Communicate Benchmark Findings and Gain Acceptance
7. Establish Functional Goals
8. Develop Action Plans
9. Implement Specific Actions and Monitor Progress
10. Recalibrate Benchmarks
•Practices Fully Integrated Into Process•Share and Learn the Results Achieved
PLANNING
ANALYSIS
INTEGRATION
ACTION
MATURITY
• Virtual banking• Mobile Banking• Navid 5
Product & Services
• BI• Core Banking• ERP
IT-ICT
• CRM• Process Map• Customer Club
Process Management
• Staff Satisfaction• Competency
ModelHuman Capital
Some Examples
Our Results Achieved
• Our Process Map • Core-banking Production • Production Of The Virtual Banking
Process
Improvement
• Deposit Accounts• New It-based Services• Customers Securities
Value Addition to
Clients
• Process Improvement• Human Capital Productivity• Opportunity Cost
Cost Reduction
Lessons Learnt and Our Next Steps
Lessons learnt
• No Paradigm blindness
• Competitive Superiority
• TQM
• Accelerate Innovation
• Awareness of ourselves
Next Steps
• True implementation
• Other departments
• Stakeholders support
• Day-to-day monitoring
• Evaluation and
reinstitution
Thank you
Give Benchmarking a Chance - It’s Worth It.