Date post: | 16-Dec-2015 |
Category: |
Documents |
Upload: | eliezer-tuttle |
View: | 214 times |
Download: | 1 times |
3
• ING Romania is part of ING Group• Financial institution of Dutch origin• Offering banking, insurance and asset
management services • 60 countries and about 112,000 employees.
4
• ING Romania covers 63 cities through its bank branches and insurance agencies
• Employs 800 full-time staff, also benefiting from a network of 2,000 insurance consultants.
• In 2004, ING celebrated 10 years of presence on the Romanian market, being the first international bank to open a branch after 1989.
5
IT services• 800 employees• 2000 tied agents• 3 business units• From Information planning to building and maintenance of systems
• From Account management to exploitation• Full lifecycle development
6
What is a process?• Processes were originally created as tasks for people to
perform. • People managed the process flow, the rules and the
services
• Later, automated processes replaced human ones —knowledge was encoded into the systems doing the work
7
What is Process management?• Where does work start and finish?• What tasks/decisions need to be monitored and
managed?• What business events advance the flow of work?• How does business want to measure process
improvement?• At which tasks/decision points is change most
likely to happen? How often?
8
Integrating Processes to Achieve OperationalExcellence
Time is
money
Reduce latency/
Streamline the process
Straight-through
processing
Time to marketReduce complexity/
Lower the learning curve
Call center
operations
Sourcing
options
Balance resources
to workload
Workforce
utilization
Cost controlReduce error rates
Six Sigma
program
Lost or redundant
workClose gaps at handoffs
Process
integration
Process Improvement
Objective Business Alignment Value Metric
9
Why Adapt?• Markets are changing more rapidly and in less
predictable ways• With rapid change, the predilection of human beings
is to “go tactical”• Tactical solutions to strategic change is a
characteristic of endangered or extinct species!
Operational:
Paddle the board
Tactical:
Catch the wave
Strategic:
Don’t surf with sharks
10
Why to adapt (2)• Business decisions impacted by:
CEO — “Growth and revenue” CFO — “Continue to cut costs”
• Business decisions impacted by: Shorter economic cycles Increased competition Globalization, M&A Push for information transparency and security
• Desire to become “real time,” “adaptive,” “on demand” enterprise• Regulatory requirements
IT organizations under enormous pressure! Seen as an Achilles’ heel or a white knight?
11
Why to adapt (3)?“80% of IT organizations are experiencing IT
operational issues as a result of poor or nonexistent process formalization (e.g., resource allocation issues, poor process integration, difficulty in effectively prioritizing work efforts, organizational structuring issues, insufficient metrics to show process effectiveness/ governance).”
META PracticeCopyright © 2004 META Group, Inc. All rights reserved.1 October 2004
12
Bottom Line• We develop great systems for our customers; yet, if we
look at our tools to manage our processes, we’re not wearing any shoes
• Spend more time on establishing goals for business adaptability (where, how much?) than on technology selection
• Given the immaturity of the BPMS technology market, think strategically yet buy tactically• Focus on good SOA design, extensible XML, multilayered models, process
analytics, performance incentives, and exposing rules• Recognize this is not the last tool you will buy for process design, development,
deployment, and enhancement• Pick a project that crosses at least 3 boundaries — an application boundary, a
people boundary, and an information boundary
13
Success factors
• Sense of urgency• Management commitment: T, €, E• Mission, vision, strategy and goals are clearly
stated• Clear focus on priorities • Integrated & balanced approach of transforming
(processes, people, culture)• Facilitate and stimulate search for synergy and
co-operation(though organisation, funding and reward)
• Change is completing many small steps successfully
14
Specific Pitfalls & Lessons
• Process Improvement is not a ‘sprint’ but a ‘marathon’
• Process Improvement is only a matter for the ‘staff’
• Quick wins increase the acceptance
• Line-management in the driver-seat
• Focus on both practical and behavioural issues
• Don’t forget the Cultural change
15
Results
• 90% of the projects on time and within budget (10% margin)
• Cost reduction • Facilitation of in and outsourcing• No projects cancelled during the runtime
Major contribution to the overall result:
In 5 years an 80% increase in number of transactions with half the number of employees and a 50% reduction of price.