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Transformation professionals as a business partner

How we help you with your

Transformation

About us

Client’s Logo

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Tran

sfor

mat

ion

prof

essio

nals

as a

bus

ines

s pa

rtnerWhat is Change v What is Transformation

Transactional Adapting Doing more / less Reversible E.g. policies, skills

Revolutionary Fundamental Leadership culture Strategy & mission No going back!

Transformation is a new way of being

Change is doing things differently

A shift in behaviour A shift in values

1. Who We Are: Put Customers First

Highest Quality Shortest Lead Time

Lowest Cost

According to that PricewaterhouseCoopers industry overview report, nearly all executives (90%) are in

agreement that there are 6 key priorities for digital transformation success in 2020:

2. The Bank Is Changing: To Digital Banking

3. The Buck Stops Here: Simplify Business and Operating Models

4. Out Of The Box: Tools & Guidance 5. Going The Extra Mile: Innovations

6. Proactively Manage Risk, Regulation and Capital Expenditures

Efficient use of: People Equipment Material Space

Improve process capability

Minimize variation Manage

abnormality

Make Value Flow by Eliminating Errors and Waste

VALUE STREAM MAPPING (VSM)

Retail Banking 2020: Evolution or Revolution, over half of senior retail banking executives believe non-traditional financial service providers are a threat to traditional banks

A personal journeyEvery person is on an evolutionary journey of psychological development

SurvivingConforming

DifferentiatingIndividuating

Self-actualizing Integrating

Serving

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Proposed approach: Target Audience No. of days

Module 0: Programme Launch

All staff in junior and middle levelsDevelop detailed master project planEstablish resource plan and select project team membersBuild communications planDesign approach for branch inventory exercise Select pilot branches

~4 weeks

Module 1: Demonstrating OE Excellence

Branch Managers & Senior Officers Launch branch inventory team to collect branch dataBuild ‘as-is’ baseline branch capacity planning modelRedesign branch processes and determine processes for centralizationEnhance functionality for self-service channelsDevelop optimal branch scheduling based on customer demand patternsPilot and refine improvements in select branchesDevelop rollout plan for network-wide implementation

~6 months

Module 2: Scaling And Embedding

Bank personnel who are relatively new to the professionLaunch back-office inventory team to collect operations dataBuild ‘as-is’ baseline operations capacity planning modelRedesign credit and operations processes with ‘lean’ methodologyDesign and establish national and regional operations hubs to support branches

~6 months

Module 3:Continuing Programme

Support

Project Managers, Operation Managers, Project Leaders, Team Leaders, Project Engineers, IT Consultants and HR Managers etc.Budget review and supportCommunications for all key stakeholdersMonitor progress Advise on change management approach

(on-going)

How

we h

elp

you

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n

How you measure success…

LeadershipInformation

and AnalysisStrategic Planning

Human Resource

Capital

Process Management

Quality and Operating

Results

Customer Satisfaction

Total Points

Maximum Score 95 75 60 150 140 180 300 1000 Your Assessment Score 59 50 39 98 30 127 204 607

Your Assessment Percentage

62% 67% 65% 65% 21% 70% 68% 61% Colour Scoring:

Customers & clients Percentage

52% 67% 65% 65% 75% 70% 68% 67% Good overall score

Associates Percentage 41% 67% 65% 45% 75% 70% 68% 63%Caution - needs to improve

Compliance Officers & Risk Managers Percentage 62% 100% 65% 19% 7% 7% 68% 43%

Poor - needs major improvement

Technology Associates Percentage

62% 67% 65% 65% 75% 70% 68% 68%

Marketing Executives Percentage

62% 67% 65% 65% 75% 15% 68% 58%

Shareholders/ Members Percentage

21% 67% 53% 65% 75% 70% 68% 64%

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The culture transformation process

Every 12-18 Months

Feedback & Planning Loop- Organisation- Teams- Leaders

Where we are

Where we want to beHow are we doing

How will we do it

Assesscultural values

Baselineresults and start

dialogue

Componentsto prioritize values

Detailingbehaviours

Evaluateculture

development plan

Focuson changes and

programmes

Start with a values survey

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Assesscultural values

LeadershipInformation

and AnalysisStrategic Planning

Human Resource

Capital

Process Management

Quality and Operating

Results

Customer Satisfaction

Total Points

Maximum Score 95 75 60 150 140 180 300 1000 Your Assessment Score 59 50 39 98 30 127 204 607

Your Assessment Percentage

62% 67% 65% 65% 21% 70% 68% 61% Colour Scoring:

Customers & clients Percentage

52% 67% 65% 65% 75% 70% 68% 67% Good overall score

Associates Percentage 41% 67% 65% 45% 75% 70% 68% 63%Caution - needs to improve

Compliance Officers & Risk Managers Percentage 62% 100% 65% 19% 7% 7% 68% 43%

Poor - needs major improvement

Technology Associates Percentage

62% 67% 65% 65% 75% 70% 68% 68%

Marketing Executives Percentage

62% 67% 65% 65% 75% 15% 68% 58%

Shareholders/ Members Percentage

21% 67% 53% 65% 75% 70% 68% 64%

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Stakeholder Needs

Customers & clients

Consistent banking experience Best products, advice, and service Additional features and services Receipt of debit cards for out of state accounts Nationwide linking and servicing of accounts Single point access to bank and brokerage statements and accounts Combined banking statements “Relationship pricing” across all BR states Combined overdraft protection from savings and checkingLittle to no impact felt during system conversion

AssociatesSimplified service platform Single set of processes and procedures across the banking system Minimal amount of complex training Quality online experience

Compliance Officers & Risk

ManagersSimplified ability to make system changes in fluctuating regulatory environment Reduction in operational risk

Technology Associates

IT support cost reduction Decrease in custom infrastructure Reduced development costs

Marketing Executives

Single marketable platform Ability to offer “advanced features and services” Flexibility to respond to changing market demand

Shareholders/ Members

Long‐term, consistent returns (dividends, capital appreciation) Quality balance sheet Risk management

Baseline results and start dialogue

Componentsto prioritize values

PERSONAL VALUESWhich of the following values/ behaviours most reflect who you are? Pick ten.

CURRENT CULTUREWhich of the following values/ behaviours most reflect how your organisation currently operates? Pick ten.

DESIRED CULTUREWhich of the following values/ behaviours most reflect how you would like your organisation to operate? Pick ten.

Detailingbehaviours

Transformation Measurement Plan

Evaluation measures set early

eSurveys, face-face interviews

L&D forum - budget, quality, priorities

Facilitative leadership role

Keep case studies & stories

Don’t compromise on lessons learned

Business Goal Communication Objectives Communication Strategies Possible Deliverables and/or Tactics

Collect case studies and best practices

Outline guidelines and boundaries for tone and behavior in social media Outline criteria for social media content (e.g. why one topic, product, or project may be more appropriate than another)Define roles and responsibilities for social media participants (e.g. Develop moderator responsibilities, Create expectations for contributors; Explore/recommend options for posting - individual vs. ITS)

Social media channelsFacebookYammerTwitter

Staff support structure

Assign a comm team moderator to each channel

Recruit and train ITS contributor groupSupport process and workflow

Involve Help DeskEstablish levels of approval for contributions and postingsInvestigate technology capabilities -firewalls, access to channel, and secuirty issuesExplore Hootsuite for workflow, team collaboration, and analytics for all channels

Internal (ITS) marketing planNewsletterManagers Meeting

AVPLTExternal marketing planWeb badgesQR TagsSpecial events (e.g. orientation)Partnerships

Target each channel for a particular audience FacebookDeliver content of significance to the channel's audienceStrategically place links and keywordsDevelop a posting/monitoring schedule

Create and implement a social media presence for ITS, which focuses on raising visibility and influencing perception of ITS products and services, as well as strengthening ITS relationships both on and off campus.

Tailor content, messages, and features in each social media channel to: *Become more responsive to ITS

customers/clients* Increase awareness of ITS products and services

*Drive customers/clients to ITS website*Build connections with ITS customers/clients

Focus on messages for students- Choose name for fan page- Select the best URL (ability to choose vanity URL)- Open page and set up profiles and privacy- Write text for “About” box - Include links and important keywords in info tab- Post direct links to ITS websites in the Page’s stream.- Invite friends – import from outlook, webmail, etc.- Determine measurement variables and set-up analytics.- Prepare status updates, links, photos, videos for future posts- Develop special deals, discounts, or giveaways with ITS products and service providers to build followers

Promote ITS Brand

Problem Statement: Research and statistics show that social media is an important emerging channel for communications. Industry research suggests there are significant numbers of our target audiences (faculty, students, and staff) currently engaging in social media. However, ITS does not currently have a social media strategy to coordinate and guide social media participation on behalf of the organization. As a result, ITS is missing the opportunity to raise visibility, influence perception, and strengthen relationships. Furthermore, the potential to develop a negative and/or damaged reputation exists without policy, strategy and guidelines.

Create and implement a social media presence for ITS, which focuses on raising visibility and influencing perception of ITS products and services, as well as strengthening ITS relationships both on and off campus.

Align and coordinate ITS participation in social media.

Social Media Policy & Guidelines

Create a framework for that ITS can use to manage its presence and participation in social media.

Create and/or provide social media tools and resources.

Share and promote social media channels.

Evaluate culture development planBackground

ConceptMessaging

Campaign overview

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Drivers and Phases Module 0: Programme launch

Module 1: Demonstrating OE excellence

Module 2: Scaling and Embedding

Module 3:Continuing programme support

1. Who We Are: Put Customers First

Environmental scan

Situation – Past, Present and FutureSuccessful Organisational Effectiveness (OE) projects

HQ and branches policy and programme changes Formal OE evaluation and practice changes

2. The Bank Is Changing: To Digital Banking

Background information:

Significant IssuesMission & Vision Performance Measurement Performance Management

3. The Buck Stops Here:Simplify Business and Operating Models

Transformation Roundtable Membership committees and task forces

A series of roundtables that actively support these efforts Member-driven groups providing concrete support to these efforts

A Value Stream Transformation website Review Progress – Transformation Scorecard

4. Out Of The Box:Tools and Guidance

Situational analysis

Align / Fit with Capabilities

Pilots Values / Guiding Principles Transformation toolkit and ongoing support to those Major Goals

Targets / Standards of Performance

Continuously improved versions of the business model

5. Going The Extra Mile:Innovations

SWOT – Strength’s, Weaknesses, Opportunities, Threats

Innovation Centre Concept Papers

Specific Objectives

Raise the Locals Voice cases

Initiatives and Projects

Evidence based/informed practices Take Corrective Actions

6. Proactively Manage Risk, Regulation and Capital Expenditures

Gaps

Open Letter to policymakers setting the framework

Champions, positive press and consumers “Scoring” policy and programme recommendations and changes

Action Plans Feedback upstream – revise plans

Focus on changes and programmes

Assesscultural values

Baselineresults and start

dialogue

Componentsto prioritize values

Detailingbehaviours

Evaluateculture

development plan

Where we are Where we want to be How we will do it How are we doing

Focuson changes and

programmes

Who we are

Sharing The Message map

Campaign Message

Training Delivery

Customer Benefits

Transformation customers have maximized enterprise value and

reduced maintenance costs. They also achieved increased visibility, greater control, more agile change

enablement, more reliable performance and greatly reduced

risk. Measure Employee performance across multiple indicators.

Doing infinitely more with less.

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Ghazali was involved in exit process coaching for MBB ITT project. He has vast experience with Deloitte consulting in designing, developing & delivering various training programmes for both in-house as well as on project basis. He has personally trained many organisations ranging from SMI to large MNCs covering areas ranging from Leadership, Professional Development, Human Capital topics. He has been trained & certified in several Leadership & Professional Development Programmes, He is a certified trainer by Advanced Training (UK) Ltd & Ikram Training & Infrastructure Development Institute (ITiDi). He is a professionally qualified accountant.

Ghazali Md. Noor, Training Specialist & Consultant

Dr Samsudin Ishak, Technical Adviser

Graduated from the Universiti Teknologi MARA (UiTM), Shah Alam in 1985 with a Bachelor of Civil Engineering degree. He then pursued his career being an engineer working for various private organisations including consultancy, developer & construction companies to gain the relevant experience. He sat for the professional examination & was then accepted as a Professional Engineer (Board of Engineers Malaysia) & presently being a Corporate Member of the Institution of Engineers Malaysia (IEM).Upon graduation with Master of Business Administration (MBA) degree, he then proceeded to venture into the business world where he held the position of Directors in various subsidiary companies of the group. In June 2008 he graduated with the Doctor of Philosophy (PhD) in Financial Economics. Since then his career was about managing business outfits & making profits not forgetting the corporate social responsibility. Ab

out u

s

Dato’ Ishak Mohd Ishtiaq, Chief Executive Officer

I-WAN Media is an advertising and media company which was founded in July 2012 by Dato’ Ishak bin Mohammad Ishtiaq, who is also its Chief Executive Officer. When conceptualising I-WAN Media, Dato’ Ishak envisioned an organisation which would offer an innovative take on advertising and marketing communications messaging which suits the New Millenium media model. Having worked in broadcasting, productions and the banking industry prior to founding I-WAN Media, Dato’ Ishak was able to harness the vast experience he had gained to formulate a strategic approach towards employing new media opportunities available through Internet and mobile technologies.