Breakfast_Talk_Seminar_Presentation 2.06 MB

Transcription

Breakfast Talk
Managing Performance in the
Financial Services to improve
bottom-line
Opening and introductions
Presented by Hans Rosendahl, Director
Ritz-Carlton, DIFC Dubai
12.6.2014
BREAKFAST TALK 12.6.2014
1
Definition of Enterprise Performance Management (EPM)
Building management excellence into a competitive advantage
Operational
Excellence
• Cost
• Quality
• Speed
Customer
2
Excellence
• 360˚
• Intimacy
• Experience
1
ERP
What is Enterprise
Performance
Management?
CRM
EPM
3
EPM
= PM + BPM + BI
Enterprise
Performance
Management
Management
Excellence
• Aligned
• Agile
• Intelligent
Performance
Management
2
Business Process
Management
Business
Intelligence
Three perspectives on Performance Management
1. Management – Integrated management system instead of collection of “tools and trics”
3
2. Information – Facts underlying management decisions
For most organizations, the implementation
leverages existing infrastructure and utilizes
enterprise standard vendors, where applicable, to
build out the framework components
4
3. Human resources – High performance requires right leadership, culture and capabilities
Business Strategy
Talent Strategy
Talent Acquisition
Talent Development
Talent Engagement
•
Sourcing
•
Performance Management
•
Employee Engagement
•
Recruiting
•
Rewards and Recognition
•
Retention Strategies
•
Selection
•
Succession Planning
•
Employee Assimilation
•
Career Planning
•
Leadership & Employee
Development
Competencies
5
Performance Management –
Making the Most of the
Opportunity Presented
Critical success factors of performance management
Frank Hofele, Partner
12th June 2014
BEAKFAST TALK 12.6.2014
6
Performance Management for Banking – More Than a Trend
 What is meant by Integrated Performance Management?
 What challenges exist in a growing bank with respect to Performance Management?
 What are the typical errors in modern Bank Steering?
 Does integration and convergence have an influence on modern Performance Management?
 What are the first steps to implement a modern Performance Management?
 What is the added value of a modern Bank Steering?
7
Integrated Performance Management is a cross functional topic – but oftentimes
only recognised on board level
 Is the view in the rearview mirror sufficient?
 Integrated Performance Management is often based
on historical data. Simulations and scenario calculations
are rarely performed.
 Lack of accurate navigation systems
 Individual business line interests are often in the
foreground – based on special economic and
regulatory requirements
 It is only a good deal it if is seen as such from the overall bank perspective
 Growth often reduces the need for complete and integrated bank management
8
Challenges in banks with continuous growth
 Opportunities for improvements in planning and steering are not addressed
 High revenues are available – no consideration of the cost structure?
 Data quality and process issues are generously accepted?
 Integration of business requirements is not a major topic?
 Individual reporting and individual KPIs are slowly replaced by an integrated view
 Implementation of data governance structures are rare
As long as revenues are high – every bank overlooks their problem areas
When earnings decline, the bank is no longer in a position to solve their issues in time
9
Integrated Performance Management lays the foundation for a holistic riskreward assessment within and steering of financial institutions
 Integrated Performance Management includes definitions, specifications and standards that enable a
consistent and unambiguous consideration of issues facing the bank.
 This doesn't mean a loss in the granularity of information, but rather the replacement of the
overwhelming diversity of information in the individual departments with clear, relevant data /
information.
Processes
10
Bank Steering attempts to optimise oftentimes counteracting parameters
 Bank Steering encompasses processes, systems, methods, and organisational structure to enable the
sustainable optimization of bank performance via costs, revenues, risks and capital
 Business, accounting and regulatory control loops are considered equally
 Bank Steering is an integrated task, however, one which is carried out by separate organisational units of the
bank and converges at the Board-level
 However, each of these units runs their business via its own parameters
Controlling
IT Systems
Strategy
Processes
Risk Management
 Opportunity /
Effective rates
 Interest
Commitment
 Calculation at
single-contractlevel
 Economic
Performance
 ...
 Capital
Commitment
Treasury
Corporate Planning
 Liquidity
 Balance Sheet
 Revenues
 Asset/Liability
Management
 P&L
 Margins
 Hedge
Accounting
 New Business
 …
 …
 Credit Risk
 Strategic
Positioning
 Rating
 …
 …
Business Units
Accounting
11
 Portfolio
„Uniformity“ and „Convergence“ makes simulation and scenario analysis as well
as a consistent reporting system possible
Management Cockpit
Economic CF
Interest CF
Posting Control
Interest Rate Steering
Margin CF
Assets & Liabilities
Liquidity Steering
Equity Steering
Regulatory Reporting
Income Management
Gap
Hedge Management
Strategic Positioning
P&L Simulation
Bal. Sheet, P/L, Investor Reporting
12
What are the first steps in order to reach the goal of a harmonised bank steering
model?
Tasks
 Initialisation tool for managing KPIs (Documentation, data structure, dependencies of KPIs, etc.)
 Definition of reporting cards (substantial KPIs, dimensions, granularity, analytic functionality)
 Agreement and acceptance of the main steering KPIs and reporting cards
 Setting up a process for the integration of new KPIs and reports during the project phases
 Determination of the open issues in existing reports and KPIs
Result Types and Success Factors
 Tailored KPI-Tool and Quality assurance of the KPI
 Defined KPIs (within KPI-Tool)
 Defined reporting cards
 Consistency of the top KPIs and management reports
 Defined integration process for new KPIs and reports
 Definition of Data Governance
13
The KPI Data Dictionary is the foundation of a common language for integrated
performance management
New Business margin according to rating of customer
1. Info Type:
New Business
Reporting Card
 The current KPIs (incl.
dimensions and
attributes) are the
basis for the definition
of the reporting cards
2. Selections:
Asset Categories
Product Category
Company
Report shows New Business (MFI) according to different
non/ risk assets
Variable
multiple single value, opt.
operate lease, finance lease,
loan, rental, DFP, services
Variable
Company Nr. (5-digit number,
see also Scope, MFI Reporting Variable
5. Report View:
New Business margin according to rating of customer
Structure:
Total
A-Rating
January
actual single month
Value
NB A + in € (PV_OCB)
NB A + in units (No. of Contracts)
NB A + in %
Customer Interest Rate A + (%)
Risk Premium A+ (%)
Net Margin in %
RRCM III
Formula
(only for Aggregate / Calculated KPIs)
SUM Credit Risk Reserves Commercial
Finance
AND Credit Risk Reserves Retail Lease
AND Credit Risk Reserves Retail Loan
AND Credit Risk Reserves Other
Credit Risk Reserves Ratio Credit Risk
Credit Risk Reserves ratio Credit Risk Reserves - Total
Reserves Ratio DIVIDED BY Serviced Portfolio
Total
 Migration of the KPIs
with all dimensions and
attributes to a KPI DDIC
data base designed by
BearingPoint
Dimension
DWI
Account
Acquiring Person
Actual Payment
Business Line
Contract Event
Cost Element
Currency
Delivery Source
Document Type
IRIS
Suggestion
IT
RRCM
x
Example
1234
x
Entity
x
Cashflow Entry
x
x
x
Cashflow Risk Relationship
x Risk Relationship
x
Cashflow
Cashflow Type
Cashflow Type
Cashflow Type
Cashflow
x Type
Driver (Customer)
x
Expected Maturity
x
x
x
x
Attribute
single_business_ID
RF
Type
Char
cashflow_type
Char
risk_category_code P1
Char
x business_type
Char
cashflow_type
Char
JREPORTING
cashflow_type_local
Char
cashflow_type_name
AKM Char
Desc.
generic ID of every single business.
may be a contract or application or
abbreviation of the cashflow type
Op,Ins,R,C,I
active / passive
abbreviation of the cashflow type
from SF_DWH
name of the cashflow type, e.g.,payout,monthly installment,final
payment,subsidy,aquisition
fee,early termination
 Functions of the KPI DDIC:
―KPI, dimensions and attributes to be
mapped to fields in calculation layer and
country source systems
―Consolidated data requirement model
KPI DDIC
2
Dimesions
Processes
KPI DDIC
1
Measure / KPI
Variant (English)
Description
(English)
(optional,
Credit Risk Reserves Test Credit
Risk but Total Credit Risk
by pestw
Reserves - Total Reserves
Dimensions
Attributes
Übersicht über die Dimensionsstruktur
ID
―Deduction of test cases
―Monitoring of status and progress of
mapping and implementation activities
KPI DDIC
14
A KPI Dictionary supports the harmonisation process on a high level. It eases the
creation, validation and monitoring of KPIs and supports the reporting process
Harmonisation of the key KPIs and reports using an integrated tool
KPI / Process trees
give a complete
overview of the
structure
Advantages
 Simplified collection of important basis data for further analysis
KPIs and processes
can be assigned to
KPI-/process items, to
reports and to a
specific status
 Easing the creation of connections between KPIs and processes
 Direct documentation enables time and cost savings
 Corporate data consolidation improves risk validations
 Increased performance management through higher process
and result transparency
15
15
The work packages are defined according to the project structure
Management Cockpit
Reporting
Project set up and management
Data Marts (6 Pillars)
Calculation Engine
Integration
KPI Data Dictionary
Start
Implementation Calculation Engines
Definition Phase
Shared Data Warehouse (incl. Staging Area)
Pillars 1-6 (Controlling, Accounting, Equity Steering,
Interest and Liquidity Risk, Residual Value
Management and Credit Risk)
SDWH/SPoT
Data Marts and Reports
Test / Reconciliation
ETL
Integration
Data Source Integration
QS and PMO
Project Management
Time
16
Current project example with harmonised Performance Management
Integration of a harmonised Performance Management system
Front Office
Data
Warehouse
Cash Flow
Generator
Business Functions
Reporting
Market Data
Loans
Securities
Zentrale
Derivatives
Datenbasis
Central Data Base
Hedge relationships
 Economic-CF
 Efficiency measurement
 Fixed Interest Rate-CF
 P&L-Simulation
 Fixed Margin-CF
 Bookings
 Fixed Capital CF
 Liquidity stress tests
 Reporting-CF
 Treasury simulations
 Accounting-CF
 Valuations
 Board reporting
 Division reporting
 Risk KPIs
 Initial performance
reconciliation
etc.…
1.
Transparency and consistent understanding of all Performance Management areas
2.
Accurate steering possibilities
3.
Timely and consistent reporting – internally as well as externally
4.
Scenarios and simulations on the basis of consistent data and parameters
5.
Cost savings by avoiding parallel data, systems and processes
 Consistent data pool
17
What is the added value of modern Performance Management?
Data and Processes
Traceability
Steering
stability
Completeness
Process
effectiveness
18
Flexibility
Reporting
Transparency
The Single Point of Truth (SPoT) realisation follows the defined approach and
each sprint includes a simplified scrum process
System Proposal

Business processes (continued)

User interface model

Logical DWH data model

Catalogue model for analysis tools

Cube model (multidimensional
database MDDBMS)
Content

Source Systems

Data provisioning

Reports

Interfaces

IT Architecture (continued)

Access authorisation/control
concept

Interface specifications
(completed)

Interface contracts
(completed)

IT Architecture (completed)

Prototypes

Test construction

User interface

Production acceptance
(completed)

Data storage and data access

Installation and Handover IT
System

DWH Databases

Customisation of IT System

Data provisioning

Trial run

Reports


Access authorisation/control modules
Audit of security functions for
critical systems

System

[Test Gateway Pilot operation]

Preparation of support organisation
for initial systems operation

Establishment of required
organisation

System implementation concept
(completed, implemented if
applicable)

Training and introduction

Going Live

Open issues including
stabilisation issues

Project Management (updated)

Resource plan

User interface

Specification of business portal

Data design

Data provisioning

Reports

Access authorisation/control concept
(incl. access to source data)

Test Gateway Integration

System implementation
requirements

System implementation concept

[Test Gateway Volume]

Test specification

Test specification

[Test Gateway Pre-production]

User documentation


User documentation (completed)

Operation (Infrastructure and
Application)
User documentation
(continued)


Application)
Application)




Profitability (continued)
Acceptance for production
Construct & Test System
System Design
19
Performance Management in
the Financial Services
Enabling fact-based decision making with
Information management
Ilkka Pirskanen, Business Advisor
12.06.2014 / Ritz-Carlton, DIFC, Dubai
20
Contents
Introduction
• What is Information Management (IM)?
• Information management affecting Business Intelligence (BI) in financial services
• Mike2.0 – Method for an Integrated Knowledge Environment
Creating IM strategy to support business
• Blueprint – Information Management strategy
• Assessing Information Maturity level with IM QuickScan
Implementing IM strategy into practice
• Data as a starting point for business intelligence
• Key success factors in Information Development
Business Intelligence capabilities
• Creating competitive advantage from raw data
• BI reference architecture
21
Introduction
What is Information management (IM)?
• Information management (IM) is the collection and management, as well as the distribution of information, from one or
more sources to one or more audiences
• Management means the planning, structure and organization, controlling, processing, evaluating and reporting of
information activities in order to meet client objectives, enable corporate functions in the delivery of information
• Data quality is at the core of regulatory and customer pressures
• Better business intelligence (BI) is at the core of almost every major business recommendation
• Fast paced and changing environment requires good information management to support decision making
• Financial services industry thrives on data
Information management effect to multiple stakeholders
CIOs
CFOs
CMOs
CROs
• IT spenditures are growing
• Increasing regulation in post
• Privacy policies, new regulation
• Risk compliance in financial
rapidly
• Balancing between efficiency,
development and cost
justifications for IT projects
Sarbanes-Oxley environment
• The quality of data and the
systems producing that data are
being scrutinised
and opt out policies
• Quality data is best found from a
centralised data
• As a siloed approach to
22
institutions
compliance is no longer valid
Introduction
Underlying trends of exploded transaction volumes and increased depth of customer data has
changed the view for information management in financial services
Environment
• Globalization increases
Organization
• Strategies are altered in
Decision and support
• Analysis are becoming more
The real business
intelligence
• Executives have to be able
amount of data available
order to respond recent
complex and decisions are
respond faster to changes, but at
as well as volume of
technological development
based on predictive data-
the same time they are supported
analysis models
by correct and relevant
transactions
• Customers are expecting
internet-services and
customer data is enriched
• Regulations has been
tightening due to financial
crisis and privacy concerns
• Competition challenges
the traditional ways of
doing business
• New business models are
examined to improve
profitability
• Real-time and agile
responses are required to
stay competitive
• Productivity is increasing due
to automation in data
management and eBanking
• Tools for analytics enables
efficient use of databases in
all organization level
• Information architecture is
information with advanced
analytical tools
• An enormous amount of
fragmented data can managed and
centralizing to enable data
harvested into value-adding
management
analysis thus providing insight to
• Applications are transforming
the offering to multiplatform
services
23
the business and increasing
competitive advantage
Introduction
To cope with information challenges, BearingPoint has created Method for an Integrated
Knowledge Environment – MIKE2.0
MIKE2.0 Content
Model
Foundational
Solutions
Overall
Implementation
Guide
Governance
Framework
SAFE Architecture
Center of Excellence
Business Solutions
Core Solutions
Supporting Assets
24
Commercial and Open
Source Solutions
Introduction
Core Solution Offerings in MIKE2.0 are solutions for common problems in Information
Management
IM Strategy,
Architecture &
Governance
Enterprise Data
Management
Enterprise Content
Management
Business Intelligence
Information Asset
Management
Access, Search and
Delivery
Enterprise Data
Management
Strategy
Customer Data
Integration
Enterprise
Performance
Management
Document
Management
Information Life
Cycle Management
Enterprise Portals
& Information
Delivery
Enterprise
Information
Assessment
Master Data
Management
Operational
Business
Intelligence
Records,
Contracts, and IP
Management
Information
Security
Enterprise Search
Information
Governance
Data Warehousing
Predictive
Analytics
ERP Document
Management
Integration
Metadata,
Taxonomy
cataloging
Mobile Device
Access
Enterprise Content
Management
Strategy
Data Quality
Improvement
Digital Asset
Management
Workflow
Information
Management
SOA, EII & Model
Driven
Architecture
Data Migration
Web Content
Management
Access Monitoring
& Control
Knowledge
Management
Data Center
Management
IM CoE & Shared
Service Model
Information
System Usability
www.openmethadology.org
25
Introduction
Information Development through the 5 Phases of MIKE2.0
Continuous Implementation Phases
Increment 3
Strategic Program
Blueprint is done once
Increment 2
Increment 1
Design
Phase 1
Business
Assessment
Phase 2
Development
Roadmap &
Foundation
Activities
Technology
Assessment
Deploy
Operate
Begin Next
Increment
Phase 3, 4, 5
Improved Governance and Operating Model
26
”Understanding an organization’s current capabilities,
strategy and vision is a starting point for successful
Information Management”
IM Strategy
Enterprise Data
Management
27
Business
Intelligence
IM Strategy
Enterprise
Data
Management
Business
Intelligence
Creating enterprise information management strategy requires systematical approach
Business Assessment and
Strategy Definition
• Being aware of key
concepts in IM
• Establishing strategic
business requirements
• Assessing the current
environment and
envisioning the future
state with Organizational
QuickScan
• Designing conceptual
architecture definition
• Establishing data
governance team
• Establishing high-level
delivery plan
Technology Assessment
and Selection
Strategy
Technology
Strategy &
Vision
Process
Organization
28
People
• Working with key
stakeholders to determine
the strategic requirements
of the overall solution and
the ability of the current
infrastructure
• Modelling the architecture
to develop a logical
framework, a physical
mapping and an
infrastructure
• Developing management
processes, procedures and
standards
IM Strategy
Enterprise
Data
Management
Business
Intelligence
Activities and typical timeframes for the initial strategy
Representative Timeframe
1
2
Phase 1
3
4
5
6
7
9
10
11
– Business Assessment and Strategy Definition Blueprint
1.1 Strategic Mobilisation
1.2 Enterprise Information
Management Awareness
1.3 Overall
Business Strategy for
Information Development
1.4 Organisational
QuickScan for
1.5 Future State Vision for
Information Management
1.6 Data Governance
Sponsorship and Scope
1.7 Initial Data Governance
Organisation
1.8 Business
Blueprint Completion
1.9 Programme Review
Phase 2
8
– Technology Assessment and Selection Blueprint
2.1 Strategic Requirements for
BI Application Development
2.2 Strategic Requirements for
Technology Backplane
Development
2.3 Strategic
Non-Functional Requirements
2.4 Current-State Logical
Architecture
2.5 Future-State Logical
Architecture and Gap Analysis
2.6 Future-State Physical
Architecture and Vendor
Selection
2.7 Data
Governance Policies
2.8 Data Standards
2.9 Software Development
Lifecycle Preparation
2.10 Metadata
Driven Architecture
2.11 Technology Blueprint
Completion
29
12
IM Strategy
Enterprise
Data
Management
MIKE2.0 Task Overview: IM QuickScan
Information Development through the 5 Phases of MIKE2.0
Activity 1.4 Organisational QuickScan
for Information Development
Continuous Implementation Phases
Strategic Programme
Blueprint is done once
1.4.1 Assess Current-State Application Portfolio
Increment 3
Increment 2
1.4.2 Assess Information Maturity
Increment 1
1.4.3 Assess Economic Value of Information
Design
Phase 1
Business
Assessment
1.4.4 Assess Infrastructure Maturity
Development
Phase 2
Technology
Assessment
Roadmap &
Foundation
Activities
1.4.5 Assess Key Current-State Information Processes
Deploy
1.4.6 Define Current-State Conceptual Architecture
Operate
Begin Next
Increment
1.4.7 Assess Current-State People Skills
Phase 3, 4, 5
1.4.8 Assess Current-State Organisational Structure
Improved Governance and Operating Model
1.4.9 Assemble Findings on People, Organization
and its Capabilities
Phase 1 – Business Assessment and Strategy Definition Blueprint
1.1 Strategic Mobilisation
1.2 Enterprise
Information
Management Awareness
1.3 Overall Business
Strategy for
1.4 Organisational
QuickScan for
1.5 Future State Vision
for Information
Management
1.6 Data Governance
Sponsorship and Scope
1.7 Initial Data
Governance Organisation
1.8 Business
Blueprint Completion
1.9 Programme Review
30
Business
Intelligence
IM Strategy
Enterprise
Data
Management
Business
Intelligence
BearingPoint uses Information Maturity QuickScan to assess the current and desired levels of
information maturity within an organization
Information Maturity QuickScan
• IM QuickScan is part of the Business Assessment
and Strategy Definition phase
People/
Organization
• QuickScan is used to quickly and objectively
understand and assess the current state and drive
initial requirements for envisioned future state
environment
Measurement
• QuickScan uses approx. 175 capability statements
to survey business capabilities and data
management capabilities enabling business
capabilities
Dimensions
in IM
QuickScan
• Gap analysis focuses prioritising for the early stages
by showing quick wins and recognizing risks
Technology
• The results from the QuickScan are used to
construct the roadmap for improving data quality
and to provide a calculation on the Economic Value
of Information
Policy
Practice
Compliance
31
IM Strategy
Enterprise
Data
Management
Business
Intelligence
Examples of Information Maturity QuickScan questions and maturity assessment
#
Examples of Capability Statements
Competency
Framework
1
Are data quality audits performed as a regularly occurring business practice?
Audits
Measurement
2
Do data audits include data, documentation, use of standards and compliance with documented policies and procedures?
Audits
Practice
3
Are non-compliance procedures (e.g. penalties) given to project teams and/or departments that fail to follow data quality
policies and procedures?
Audits
Organization
4
Are your systems seamlessly integrated with those of your partners and customers?
B2B Data Integration
Technology
5
Do you apply validation checks to data files and messages received from third parties
B2B Data Integration
Measurement
6
Are data quality measurements tracked against industry benchmarks?
Benchmarking
Measurement
7
Do you have processes to collect and analyze competitive information in a timely fashion?
Benchmarking
Measurement
8
Are you able to automatically identify customer records that are duplicates and ensure that only a single record is stored?
Cleansing
Technology
32
IM Strategy
Enterprise
Data
Management
Business
Intelligence
We can assess the current and desired information maturity levels and pinpoint the orientation
specific issues by using a roadmap
High
Information Development Maturity
5. Optimized
4. Managed
3. Proactive
2. Reactive
1. Aware
Awareness and action
occur in response to
issues. Action is either
system- or
department-specific.
Information
Development is part of
the IT charter and
enterprise
management process
exists
Information managed
as enterprise asset and
well-developed
engineered processes
and organization
structure exist
Information
Development is a
strategic initiative,
issues are either
prevented or corrected
at the source and bestin-class solution
architecture is
implemented. Focus is
on continuous
improvement.
There is awareness
that problem exist, but
the organization has
taken little action
regarding data quality
Low
Information Accuracy & Organizational Confidence
33
High
”Enterprise data management aligned with IM strategy
relates to structured, correct and accessible data”
IM Strategy
Enterprise Data
Management
34
Business
Intelligence
IM Strategy
Enterprise
Data
Management
Business
Intelligence
Data holds the key to competitive advantage as it remains the same whereas the used
technology varies over the time
• Data quality and availability is crucial for the
performance excellence and efficiency
• Underlying master data has to be correct and up-todate
Data
investigation
• Proper master data management and data
warehousing improve data quality, thus enable factbased business intelligence, reporting and decision
making
Metadata
management
• Improved data quality reduces the size, scope, and
complexity of data warehouses
Getting the
basics right
• In general “starting over” with data is not possible
• The cost and impact of re-creating unsuccessful
information development is high
Modelling
35
Reengineering
IM Strategy
Enterprise
Data
Management
Business
Intelligence
Investing in information management is being driven by many factors
Improving business
processes
• Improving master data makes business processes run efficiently, smoothly and accurately
Improving decision
making
• Inaccurate data can result in ill-advised decisions harming the business
Mergers and
acquisitions
Compliance and
liability
• Merging multiple sets of master data (or keeping them separate) is easier when master
data is properly managed
• Information management is core to compliance in an industry characterized by strict
government regulations, overlapping rules and laws, financial reporting and rigorous
audit standards (e.g. financial services)
36
IM Strategy
Enterprise
Data
Management
Business
Intelligence
There are several key success factors in Information Development in Financial Services
Involvement of the business
• Business in the driver’s seat – the difficult questions need to be answered by the business side, not IT
• Bring real users and experts of the systems together to understand the true situation of the customer and
other data and its related processes
• Emphasize the importance of information and real business ownership of data
• Involvement of end users of all systems handling customer and other data from day one
Project approach
• Work iteratively and start simple – focus on running the entire chain of improving data quality, migration /
conversion, testing, ensuring migrated data works in the new system
• Do not underestimate the need for thorough pre-study and scoping of the migration project
• Manage internal politics and change – making the system selection, justifying and communicating decisions,
designing to-be operating models and processes are critical activities in order to complete migration activities
• Focus on how things are to work in the future instead of how they have worked on each side until today
Data quality
• Clean up data i.e. check and improve the quality before the actual migration
• Emphasize data quality from the very beginning – manual enhancement of data should be started as part of
normal customer processes where customer data is maintained
37
”Competitive advantage is a result from correct data
and meaningful analysis”
IM Strategy
Enterprise Data
Management
38
Business
Intelligence
IM Strategy
Enterprise
Data
Management
Business
Intelligence
Transforming data to information and knowledge, to decisions, and to actions creates
competitive advantage
Identifying critical success factors
Competitive
Advantage
High
Business Value
Predictive Metrics
”What will happen?”
Low
Analysis
Recommended
actions
Insight
High
Complexity of Analysis
Eforceglobal.com
• Selecting and designing the right
processes
• Transforming data into
information, analysis, insight and
finally into recommended
actions
Baseline Metrics
”What has happened?”
Information
• Analyzing data interactively with
the right set of tools and skills
• Prioritizing the economic
potential of business processes
Descriptive Metrics
”Why has it happened?”
Data
• Creating a link between the
business and analysis
39
• Moving from baseline metrics
towards descriptive and
predictive metrics
IM Strategy
Enterprise
Data
Management
Business
Intelligence
Business Intelligence reference architecture
Information Access
PM Applications
Views
Web Services
Content Search
Information Distribution
Semantic Models
Multidimensional
Models
Mobile Access
Query Generation
ETL / Alerts & Notification / Scheduling
Identity Management / Information Access Management
BI Applications
BI-Tool related
Models
Data Marts
Aggregated Data
Core
DWH
Normalized Data Structures
Independent of Purpose
Atomic Data
Temp. Staging Structures
Rejected Data
Data Staging
Core
banking
CRM
…
…
Information Sources
40
…
Other Sources
”Effective information management is the key to
successful fact-based decision making”
IM Strategy
Enterprise Data
Management
41
Business
Intelligence
Conclusions
How can information be managed effectively to support fact-based decision making?
IM Strategy, Architecture
& Governance
• IM Strategy supports overall
business strategy
• Blueprint is a high-level vision of the
Enterprise Data
Management
Business Intelligence
• IM Strategy is implemented into
• Critical success factors along the
practice
process are identified
• Master data management provides
• The link between the business and
future state and a detailed model of
a single point of reference by
priorized transitions to get there
defining and managing the critical
• Data analysis tools are meaningful
data
• Complexity of analysis is higher as
• IM QuickScan assesses the current
and desired states of information
maturity and organizational
capabilities
• Roadmap defines the overall
strategic program
• Data governance enables
continuous data quality
• Integrated data warehousing
provides up-to-date, correct,
consistent and structured data
• On-going information maintenance
processes are implemented
42
analysis is created
predictive metrics with higher
business value are produced
MANAGING PERFORMANCE AT UAB
43
44
AED 2.79 to AED 7
45
UAB Competitors’ Financials – Q1 2014
Moody's
Rating
Total Assets
Loans
Mar-14 Dec-13
AED bn AED bn
Deposits
Mar-14 Dec-13
%
AED bn AED bn
Mar-14 Dec-13
%
AED bn AED bn
Net Profit
Profit before LLP
Q1 2014 Q1 2013
%
AED m AED m
National Bank of Abu Dhabi
Aa3
361.3
325.1 +11%
178.5
183.8
-3%
235.0
211.1 +11%
1,656
1,732
First Gulf Bank
A2
192.9
198.2
-3%
123.4
125.6
-2%
129.6
138.0
-6%
1,772
Abu Dhabi Comm. Bank
A1
186.1
183.1
+2%
132.2
131.6
+0%
115.7
115.4
+0%
Emirates NBD
Baa1
347.1
342.1
+1%
239.7
238.3
+1%
251.5
239.6
Dubai Islamic Bank
Baa1
121.2
113.3
+7%
59.9
56.1
+7%
86.1
Mashreq Bank
Baa2
94.1
89.7
+5%
53.3
50.4
+6%
Union National Bank
A1
89.6
87.5
+2%
61.7
60.0
Abu Dhabi Islamic Bank
A2
103.8
103.2
+1%
63.8
RAK Bank
Baa1
31.5
30.1
+5%
Commercial Bank of Dubai
Baa1
43.8
44.5
United Arab Bank
Baa1
23.6
National Bank of Fujairah
Q1 2014 Q1 2013
%
%
1,406
1,409
+0%
1,484 +19%
1,336
1,051
+27%
1,277
1,225
+4%
1,103
903
+22%
+5%
2,309
1,725 +34%
1,042
837
+25%
79.1
+9%
831
662
+26%
637
302
+111%
61.9
58.6
+6%
844
619
+36%
593
448
+32%
+3%
66.7
65.1
+2%
557
622
-11%
512
495
+3%
61.7
+3%
77.0
75.5
+2%
626
526
+19%
409
340
+20%
22.6
22.0
+3%
23.5
23.1
+2%
465
429
+8%
335
368
-9%
-2%
29.9
30.3
-1%
30.5
30.9
-1%
366
361
+1%
285
246
+16%
21.5
+10%
17.2
15.3
+12%
16.4
15.0
+9%
223
154
+44%
161
120
+34%
22.7
21.5
+6%
15.5
14.3
+8%
15.9
15.0
+6%
151
128
+19%
115
91
+27%
Sharjah Islamic Bank
22.1
21.7
+2%
13.3
12.5
+6%
12.3
11.9
+3%
132
95
+39%
110
85
+30%
National Bank of UAQ
12.6
12.5
+1%
7.1
7.1
+0%
7.5
7.4
+1%
98
90
+9%
95
88
+9%
Invest Bank
12.8
12.3
+4%
9.1
8.8
+4%
9.2
9.0
+2%
114
98
+16%
95
89
+6%
Bank of Sharjah
24.5
25.0
-2%
13.4
13.1
+2%
17.8
18.4
-3%
100
101
-1%
79
70
+13%
Commercial Bank Int.
15.4
14.8
+4%
10.8
10.6
+2%
10.3
10.5
-2%
120
79
+52%
73
70
+4%
6.5
5.846
+12%
6.0
5.5
+9%
27
21
+29%
14
12
+12%
Ajman Bank
7.7
7.1
+9%
-4%
AED m AED m
CONTEXT








Life is Short
Driven by survival
Existence matters (employment)
To procreate our purpose (family)
Therefore make choices
Based primarily on greed and fear
And autonomy, complexity and reward
All jobs end, often they end badly
47
ELEMENTS AND EFFECTIVE CHANGE








Constructive unease (CBQ; CEO – adapt or die)
Clear purpose (Fastest growing)
Challenging vision (5 in 5)
Champions/leadership (Styles)
Culture (Top down; execution – x 3 attributes)
Coherent strategy (5 year strategy)
Competitive competencies (JD, JE and track record)
Communication and consultation (Alignment)
48
THE MEANING OF STRATEGY
 External environment understood-customer
 Future-oriented
 Long-term
 Top leadership decisions
 Multi-functional
 Significant resources committed
 Shaping the broad picture into a set of executable actions
is analytical and it’s huge intellectual, emotional and
creative challenge
49
LEADERSHIP STYLES AND UAB
There is a direct correlation between the predominant leadership styles most frequently demonstrated by a manager and the
level of engagement within the area of the organisation under the influence of that manager:
Clarity
Commitment
Flexibility
Responsibility
Rewards
Standards
Directive
Visionary
Affiliative
Democratic
Pace-Setting
Coaching
Directive: “Do it the way I tell you because I am your boss”; requirement for immediate compliant action
Visionary: “This is what the future could look like and this is how we will get there”; long-term direction
Affiliative: “We must have a good team spirit and everyone must be happy”; employee well-being is the primary
consideration
Democratic: “What do you think? Let’s brainstorm!”; primary objective is creating buy-in to a group decision or generating
new ideas
Pace-Setting: “Watch me and learn how to do it”; primary objective is achieving outputs to a high standard or within short
timescales
Coaching: “Why don’t you try then let’s talk about what you learned”; primary objective is capability enhancement and longterm development
50
STRATEGIC DRIVERS
 Operational excellence
 Product leadership
 Customer intimacy
51
“DONE IS BETTER THAN PERFECT”
 Execution is a discipline, and integral to strategy
 Execution is the major job of the business leader
 Execution must be a core element of organization’s
culture
 Execution – oriented companies change faster than
others
 Execution should be ‘taught’ as core competence
52
CULTURE
 Execution : KPI’s
 Results : financial priority
 “Embrace the mess”
 Hard work : 62% >50hrs/week; 10% >80hrs/week
 Team work : how people talk to each other
= success
 Emotional stability: self-manage
53
SELECTION AND EVALUATION
Structured and panel interviews
 Track record
Online Assessment
 Personality Questionnaire
 Engagement Questionnaire
 Reasoning Ability Tests
Assessment Centre (Business simulation)
 Tasks to reflect specific business challenges
to draw out key skills and capabilities critical to success.
54







Know yourself
Know your people and your business
Insist on realism
Set clear goals and priorities
Follow through
Recognize and Reward the doers
Expand people’s capabilities
(Note : Gallup US : People leave=boss; 20% $)
55
UAB PERFORMANCE MANAGEMENT PROCESS
Top down based on Board approved
Business Objectives
Reward for
Good
Performance
and Provide
Support to
improve Poor
Performance
(PIP)
KPI Setting
Interim PDR
Year End PDR
Formal year end
performance
appraisal
Feedback
and
Coaching for
Success
Feedback
and
Coaching for
Success
56
Formal mid year
review of KPIs
and performance
UAB BALANCED SCORECARD
UAB BALANCED SCORECARD
CATEGORIES
CATEGORY
WEIGHTAGE
KPI
100%
OVERALL KPI
TARGET
KPI
WEIGHTAGE
FINANCIAL
CUSTOMER
RISK
PROCESSES
PEOPLE
OVERALL SCORE
57
100%
UAB PERFORMANCE MANAGEMENT OUTCOMES
Ratings
Description
Action
5
Outstanding
Reward
4
Significantly Exceeded
Objectives
Reward
3
Fully Met Objectives
Reward
2
Partially Met Objectives
PIP – 1 year
1
Did Not Meet Objectives:
PIP – 6 months
58
KEY PROCESS DIFFERENTIATORS
 Create a high performing culture
 Management practices within process
 Self Management practices within process
 Educate and develop
 Automation
59
RISK
TIPPING POINT ?
 Everything of consequence follows the inverted U.
 X increases Y to a point, and then it decreases Y.
 No such thing as unmitigated good.
 All positions traits, states, and experiences have costs that at high
levels may begin to outweigh their benefits .
60
NO SILVER BULLET
 Plan properly – Board approval : November
 Task : KPI’s clear – Financial focus
 Financials : Regular and accurate information
 (im)balanced scorecard – work/life (cost: income)
 What do you do?
 Measure staff engagement
 Consequence management – Accountability
 Reward and Incentives
 Recognition
 How happy are you?
61
BearingPoint as a Partner
for Business Transformation
in the Financial Services
Introductory presentation
Document prepared by
• Hans Rosendahl, Director
• Luc D’Anterroches, Senior Manager
62
Contents
1.
BearingPoint in a nutshell
3
2.
Financial Services industry capabilities
8
3.
Contact information
15
63
1. BearingPoint in a nutshell
Business portfolio
Our clients can trust us to be at their service when they need it
BearingPoint in a nutshell
• Over 110 years’ heritage as a trusted business partner
• Independent firm owned and operated by its partners
• European roots with global delivery capability
− Global network of technology and business partners
− We currently serve clients in over 40 countries
− In the UAE offices in Abu Dhabi and Dubai
Select figures (FY2013)
• Headcount: 140 partners and 3.350 employees
Commercial
Services
• Revenues: EUR 550 million
• Clients:
Financial
Services
1
Business Strategy & Transformation
− Ministries, government agencies and development organizations
2
Digital / Customer Management
− Very high favorability among existing clients
3
Supply Chain Management
4
Finance, Risk & Compliance
• Six service lines across industries
5
IT advisory
• Core industry solutions
6
Asset-Based Consulting
− 2/3 of Eurostoxx 50’ companies
Service portfolio
• Management, technology and transformation skills
64
Public
Services
Unique positioning in Business Consulting
Our clients hire us when they are serious about getting things done
We transform businesses.
Unique combination of management, technology and transformation skills.
Strategic Advisory
500
IT Services
Business Consulting
2.000
5.000
10.000
65
Outsourcing
> 20.000
Typical
practice
size
Service lines
Our clients know that we can deliver the complete solution from start to finish
66
Industry expertise
Our clients appreciate that we understand what it takes to succeed in their industry
67
Examples of our clients across industries
Our clients across industries like working with us
Automotive
Communication, Media
and Entertainment
Consumer goods
and retail
Industrial equipment
and manufacturing
68
Life sciences
and chemicals
Natural resources
and utilities
2. Financial Services industry capabilities
Financial Services’ capability summary
Our clients in the FS industry can rest assured that we understand their business
Financial Services Practice
• Over 800 professionals focusing on FS
• Over 200 clients served annually
• Generates 30% of BearingPoint’s turnover
Banking
Insurance
• 6 centers of excellence in Europe
• Proprietary FS industry technologies
Focus segments in the UAE
• Banking
• Insurance
• Investments
• Regulation
Solution portfolio in the UAE
• Control and compliance
• Operational excellence
• Growth and innovation
• Business technologies
69
Investments
Regulation
Service portfolio: 1.0 Control and compliance
We help our clients manage their business and risks effectively
Example methodology/deliverable: CEO dashboard
Value offerings
1.1
1.2
1.3
Finance and
performance
management
•
•
•
•
•
•
•
•
Finance strategy
Finance function transformation
Financial accounting e.g. group reporting
Enterprise performance management
Integrated business planning
Financial planning and forecasting
Management dashboards
Corporate treasury
Risk
management
•
•
•
•
•
•
•
•
Enterprise risk management
Credit risk
Operational risk
Market risk
Liquidity risk
Counterparty risk
AML
Fraud management
Regulatory
compliance
Examples of clients
• Regulatory frameworks and reporting
– Basel III, Solvency II and IFRS 4&9
– FINREP, COREP, LCR, NSFR and EMIR
• Impact analysis
• Reporting software solutions
– Regulation: ABACUS (DaVinci/Solvency II)
– Tax: EasyTax and FiTax
– Management: FiMIS
70
Service portfolio: 2.0 Operational excellence
We help our clients streamline operations and improve productivity
Example methodology/deliverable: Business Process Management
Value offerings
2.1
2.2
2.3
Operating
model
• Business process management
– Strategic process management
– Operative process management
– Business IT alignment
• Performance benchmarking (updated quarterly)
• Management systems
– Structures and decision-making
– Planning and reporting processes
– Metrics and rewards
Core
processes
•
•
•
•
•
•
•
•
Shared
services
Payments strategy, processing and architecture
Cards, deposits and savings
Credit, loans and mortgages
Claims management and optimization
Underwriting excellence
Collateral management
Listed & OTC products and processes
Islamic finance
Examples of clients
• Shared services design e.g.
– Finance and administration
– Human resources
– IT/IM
• Transformation planning and management
• Sourcing strategy
• Operations and IT sourcing
71
Service portfolio: 3.0 Growth and innovation
We help our clients grow and differentiate through digitalization and customer excellence
Example methodology/deliverable: Growth strategy
Value offerings
3.1
3.2
3.3
Strategy
and M&A
• Corporate and business strategy
• Strategic analysis e.g. restructuring
• Due diligence analysis
– Commercial and market
– Operations and IT/IM
• Post-merger integration
• Organizational design / management systems
• Transformation programme planning
Customer
management
•
•
•
•
•
•
•
Customer strategy
Customer analysis and segmentation
Customer life-cycle management
Customer experience management
Marketing transformation
Sales transformation
Customer service transformation
Digitalization
•
•
•
•
•
•
•
Digital strategy and organization
Digital transformation
Multichannel strategy
E-banking
Mobile-banking and payments
CRM software selection
CRM architecture design
Examples of clients
72
Service portfolio: 4.0 Business technologies
We help our clients align business needs with effective technology implementation
Example methodology/deliverable: HyperCube®
Value offerings
4.1
4.2
4.3
Business
intelligence
and analytics
•
•
•
•
•
•
•
BI strategy and architecture
Logical data modelling
Data harmonization
Master data management
Information broadcasting
HyperCube® - Complex event analytics
Management dashboards
Information
management
•
•
•
•
•
IM strategy and architechture
IM governance
Enterprise data management
Enterprise content management
Information asset management
IT strategy and
transformation
•
•
•
•
•
•
•
•
IT strategy and architecture
IT governance and organization
IT security and compliance
Application lifecycle management
Package implementation and rollout
System integration
IT service management
Cloud computing
Examples of clients
73
Industry and functional insights
Our clients can depend on us providing them with practical insights
Functional insights
BearingPoint provides practical insights on key functional
expertise areas that are relevant also for the Financial
Services in White Papers, Red Papers and other publications.
Industry insights
BearingPoint provides practical insights on key issues concerning
Financial Services in White Papers, Red Papers and Case Studies.
BearingPoint Institute Report
BearingPoint's flagship thought
leadership management journal
providing thought-provoking
and actionable insights.
74
Over 200 client in the FS industry already trust our expertise
Our clients like working with us
75
3. BearingPoint contact information
Your contacts at BearingPoint
Are you ready to transform your business with us?
76
77

Breakfast_Talk_Seminar_Presentation 2.06 MB

Transcription

Similar documents

Links to Learn

Breakfast menu

Breakfast menu

THE HOME CAFÉ - Businesses For Sale

ConEdison Solutions, Gexa, Pepco Energy 7:30am

Fun food web-site www.smallstep.gov

37 GET SCHOOLED!

New Generation Training (Ages 21-30)

Newsletter - Mar 13 - SCROLL vr

September 2011