greg seaton - presentation

8/3/2019 Greg Seaton - Presentation

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Enforcing good process ownership and

governanceGreg Seaton, Head of Process Excellence

October, 2011


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About AMP

AMP is the largest independent wealth

management company in Australia and New

Zealand.

We provide financial advice, products, services and

investment opportunities to help people and organisationsbuild financial security and weve been doing this since

1849.

In March 2011, AMP merged with the Australian and New

Zealand businesses of AXA Asia Pacific Holdings.

Together we are helping more people have a bettertomorrow.

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AMP Financial Services AMP Capital Investors

AMP Financial Services provides

customers in Australia and New Zealand

with:

?financial advice

?superannuation, retirement income

and other investment products for

individuals?superannuation services for businesses

?income protection, disability, general

and life insurance, and

?selected banking products.

AMP Capital Investors is a specialist

investment manager, managing over

A$98 billion1 in assets for investors.

AMP Capital Investors invests in:

?shares

?fixed interest

?property?infrastructure, and

?private equity

AMP Capital Investors also provides

commercial, industrial and retails

property management services.

1. As at 30 June 2011.

Our business


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Business Processes have a strong bearing on the

overall business performance

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Governing these Business Processes can help

control and drive the performance of the overall business

Business Performance

Business Performance

People

People

Processes

Processes

Systems

Systems

=

+

+


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The scope of governance can also affect its acceptance

Process health

Process health

Change approval

Change approval

End-to-end (including allocation, etc.)

End-to-end (including allocation, etc.)

The scope of governing these processes determines

how much it drives business performance


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Scope must include defining the difference between

Process Ownership and Business Ownership

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A certain amount of independence helps us create

a healthy tension to ensure improvements


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Scoping can also be assisted by defining a Business

Process Hierarchy as it sets each process in context

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Even without a process hierarchy,

the basic elements of a hierarchy need to be defined - processes


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Process definition (and storage) facilitates tighter

process version control and audit trail

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We are still negotiating the fine line between process maps adding value

and becoming a burden to maintain


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Process Governance is easier when your process

definitions are the actual system the business use

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The elusive BPMS dream needs to driven by an IT-savvy business


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Given all the theory, it needs to be translated into

pragmatic execution that adds business value

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Process Governors need to provide analysis instead of reporting,

and alternative solutions as opposed to rejections

1. Pull system data 2. Analyse data

3. Present recommendations 4. Execute actions / projects


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Some key aspects of our Process Governance are

working effectively and adding value

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Process performance reviewsProcess performance reviews

Process improvement projectsProcess improvement projects

Catching more process changes earlyCatching more process changes early

Helps to implement strategic itemsHelps to implement strategic items


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We are still working on the various challenges that

Process Governance brings

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Process hierarchyProcess hierarchy

Process maps vs. adherenceProcess maps vs. adherence

Driving process through BPMSDriving process through BPMS


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Evolving Process Governance to the changing

business environment keeps it adding value

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Drive more processes through BPMSDrive more processes through BPMS

Learn from AXAs hierarchyLearn from AXAs hierarchy

Build capability and distribute?Build capability and distribute?


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Process Governance can add business

value so long as it remains current, is

pragmatic, and business-focussed.


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greg seaton - presentation

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