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Business Process Management:Achieving & Sustaining Excellence in times of change: Sharing the story of restructure, cost prudence and improvement in volatile environments
Additional Information:
Training – www.bp2009.com | www.bp2010.com
Web - www.bpgroup.org (join the BP Group – it’s free)
Steve Towers
BP GroupSteve.towers@bpgroup.org
BPGroupEducationSeries2009-10Improve efficiency and customer service, increase revenue and reduce costs
Presentation series
Havana Abid
Director of Operations
Havana is an accomplished executive experienced indriving business performance in rapidly changingenvironments. With a track record in overcomingcomplex business challenges using experiencebased judgement, insight and information.
Steve Towers
BP GroupSteve.towers@bpgroup.org
BPGroupEducationSeries2009-10Improve efficiency and customer service, increase revenue and reduce costs
Presentation series
Havana’s highly customer focused approach mixed with commercialacumen underpins a career of increasing productivity, building growthcapacity, reducing costs, maximising revenue and achieving step change inthe customer service experiences.
In this presentation drawn directly from her top team experience with one of the
UK’s leading banks Havana guides us through the story and the achievements.
Achieving & Achieving & SustainingSustaining Excellence in Times of Change:Excellence in Times of Change:
Sharing the story of restructure, cost prudence and Sharing the story of restructure, cost prudence and improvement in volatile environmentsimprovement in volatile environments
HaHavana Abid vana Abid
Director OperationsDirector Operations
Case Study Case Study –– UK Financial Services Bank UK Financial Services Bank
IQPC IQPC –– Business Process Excellence Sept 2009Business Process Excellence Sept 2009
Published with permission - www.bpgroup.org - October 2009
Source: Ops Due Diligence 2003
The Operations The Operations ‘‘BeforeBefore’’ Picture.....Picture.....
Fragmented organisational
governance
Inefficient Physical
processes
Overly complex and old IT
Insufficiently leveraged key
resources
Unclear staff accountabilities
Ineffective performance measurement
Moderate to High Risk
Poor Customer Experiences
Low Staff Morale &
Engagement
High volumes of complaints
Published with permission - www.bpgroup.org - October 2009
Bank IT Architecture (showing risk categories)
Online
Online
Counter
MPS
(MX
Mor
tgag
e)
CB
AS(M
ortg
ages
)
Inve
stm
ent S
yste
m(S
avin
gs/C
ash
ISA
)
LISA
(non
-cas
h IS
A)
PCS
(PE
P)
Qua
sar
(PE
P)
Siriu
s(C
IB)
Equifax Experian
Cor
e A
dmin
Gro
up S
uppo
rtD
istr
ibut
ion
Cha
nnel
s
Stratum/APT
Millennium(GL)
NatWestFNBCBankOneBoNYToronto DominionHSBCReuters
Bloomberg
Cyborg(HR/Payroll)
Sal
es S
uppo
rt
CIF(Customer Index)
CHAPS
RBOS(residential)
LetBOS(lettings)
CPBOS(commercial)
Housing Aggregators:AssertaHome Fish4HomesRightMove
Web
BO
S
MA
RS
(Mor
t. A
pplic
atio
n)
Ecross
ISAA
C
CLO
ESales Tools, e.g.Mort. Brain (MBL)ExWebCTP
Central Sales
PCMS(Comm’n Tracking)
TeamTrack(Compliance trending)
Querix(sales mgt)
3rd PartyMortgage SuppliersBACS
TMS/Simcor(Treasury)
Musketeer(Treasury)
HATS
Post only
Branches MortgagesWealth IFA EstateAgencyOperationsTelephony
Windows 3.1 DesktopOS/2 Server
NT V2 Laptop
NT V3 Laptop
Desktop,Laptop & Server, CHM Desktop, Laptop &
Server, EA NT Desktop
NT V2 Desktop
NT V3 Desktop
AMS NT DesktopNT V2 DesktopNT V3 Desktop
Infr
astr
uctu
re
Group Support NT V2 Desktop V1 Laptop V2 Laptop V3 Laptop AMS NT Desktop AMS NT ServerNT V3 Desktop
High Risk
Medium Risk
Low Risk
Legend
Source: IBM/BBG Group IT analysis 2003
Situation Situation ‘‘BeforeBefore’’Published with permission - www.bpgroup.org - October 2009
Theme 3 - Standardise, - Consolidate, - Simplify the Customer Experience
Theme 2 - Control Change & Improve end to end
Theme 4 – Enhance ‘value’ Operations resilience,
Theme 1 – Establish the value of ‘Operations’
4 Key Improvement ThemesWhat we did
Published with permission - www.bpgroup.org - October 2009
8
Why did we need to do it?Why did we need to do it?Historically structured by Historically structured by Profit & Loss lines of Profit & Loss lines of business business
Operations was an after Operations was an after thought thought –– not part of not part of strategic design strategic design
Independent Independent ‘‘back officeback office’’operational areas with a operational areas with a total of 1500+ resourcestotal of 1500+ resources
Decision to move to a Decision to move to a ‘‘shared servicesshared services’’ style style enterprise modelenterprise model
Apply customer Apply customer -- supplier supplier principlesprinciples
Lending Financial Services
Savings & Deposits
Mortgage Operations
Financial Services
Operations
Savings Operations
Mortgages Contact Centre
FS Contact Centre
Savings Contact Centre
Consolidated to create Operations
Published with permission - www.bpgroup.org - October 2009
Bank strategy was built around two distinct FS offerings now backed by a single Operations function
Operations had a seat and voice at the Senior Tables so was part of design not an after thought
Customer experience is defined and standards set lifted from 30% - 88%
allowing 23% improvement in unit cost to serve creating capacity for growth
Theme 1 – Establish one Operation
New Business Operations
New Business Operations
Customer RelationsCustomer Relations
Mortgage OperationsMortgage
Operations
Operations
Savings Operations
Savings Operations
Lending Savings
Published with permission - www.bpgroup.org - October 2009
Initiative Name
£m £m £m £000 £m £m £m £m £m £m £m £mDepreciation on closed projects/ 2005 committed capital 12.85 12.85 12.85
2005 Accruals (See Note G) -3.36 9.49 -3.36 -3.36
Completed Projects (Note A) -0.30 -0.30 -0.29 -0.02 1.25 0.18 1.43 10.92 1.92 -1.44
Regulatory G057 BACs Remote Site DR Contingency CW IMP -0.13 -0.10 REG -0.02 -0.02 0.00 0.00 0.00 0.09 0.09 11.01 0.09 -1.35G013 Basel II CG DEV -4.11 -0.75 REG -0.28 -0.28 0.00 0.00 0.29 0.18 0.47 11.48 0.55 -0.80W001 CPF Risk Modelling CG IMP 1.31 -0.32 REG -0.04 -0.04 0.32 0.00 0.13 0.16 0.28 11.76 0.84 0.04G061 Integrated Regulatory Reporting CW BC 0.00 -0.21 REG 0.00 0.00 0.00 0.00 0.00 0.21 0.21 11.97 0.21 0.25G055 Transactional Monitoring System RH DEV -1.45 -0.38 REG -0.13 -0.10 -0.13 -0.03 0.14 0.11 0.25 12.22 0.56 0.81
InfrastructureP142 B2B Mortgage Ops RD BC -0.33 0.00 INF 0.00 0.00 0.00 0.00 0.00 0.00 0.00 12.22 0.00 0.81P140 BDI Campus RD BC 0.00 -0.51 INF 0.00 0.00 0.00 0.00 0.15 0.35 0.51 12.72 4.96 5.77P132 Evolution of HR & Payroll Systems RD DD -0.24 -0.21 INF 0.00 0.00 0.00 0.00 0.08 0.13 0.21 12.93 1.02 6.80P141 UFSS Release Management Blueprint RD IMP -0.05 -0.09 INF 0.00 0.00 0.00 0.00 0.00 0.09 0.09 13.02 0.09 6.88
Non Regulatory 1. Projects with one or more 'green' scores (see note C below) and/or projects baselined
Baselined1 1 Mortgage Systems Review: Performance,
Monitoring & Testing (Note E)CG - 0.00 0.00 5 1 0.00 0.00 0.00 0.00 0.00 0.00 0.00 13.02 0.00 6.88
2 3 R034 Build Mortgage Telephony Unit RH IMP 10.02 0.04 4 3 3 7 0.24 0.23 0.55 0.01 0.14 0.06 0.20 13.22 0.71 7.593 NEW R034 DMS Transition RH DD 0.78 0.05 4 8 2 7 0.21 0.00 0.00 0.21 0.01 0.15 0.16 13.37 0.20 7.794 4 C079 Personal Loan Project RH IMP 1.63 0.35 1 6 1 19 0.63 0.63 0.72 0.01 0.06 0.22 0.28 13.65 0.53 8.325 6 L131 Lifetime - Monthly Income Mortgage CG DD 0.42 -0.16 4 9 8 7 0.03 0.03 0.03 0.00 0.14 0.04 0.19 13.84 0.34 8.676 2 P123 Mortgage End 2 End - retail only RH DEV 11.05 -0.44 3 2 14 13 3.14 0.80 3.14 2.34 2.96 0.62 3.58 17.42 5.19 13.867 5 R038 Online Development of Retail Sites RH DEV 1.06 -0.65 2 7 20 17 0.16 0.17 0.26 -0.02 0.02 0.79 0.81 18.23 1.00 14.868 8 C090 B&B Lending RH DEV -0.34 -0.60 5 21 18 1 -0.01 -0.02 0.00 0.01 0.23 0.36 0.59 18.82 1.26 16.119 9 G059 Lending MI End State CW DD -0.86 -0.74 5 24 22 1 0.00 0.00 0.00 0.00 0.07 0.68 0.74 19.56 1.47 17.58
Not yet baselined10 15 L151 Online Proposition Review CG BC 12.96 -1.21 5 1 24 1 0.00 0.00 0.00 0.00 0.00 1.21 1.21 20.78 1.21 18.7911 12 C093 B&B Branded Lending RH BC 5.61 -0.28 5 4 11 1 0.30 0.28 0.00 0.02 0.00 0.59 0.59 21.36 1.02 19.8212 11 P139 Sales Process Improvement RH DD 5.04 -0.73 4 5 21 7 0.00 0.00 -0.28 0.00 0.00 0.73 0.73 22.09 2.55 22.3713 14 R041 Retail & Manufacturing Integration RH BC 0.00 -0.50 5 10 16 1 0.00 0.00 0.00 0.00 0.00 0.50 0.50 22.59 2.50 24.8714 NEW R042 E2E Mortgages - Tactical Solution RH DD -0.77 -0.47 4 22 15 7 0.00 0.00 0.00 0.00 0.00 0.47 0.47 23.06 1.11 25.9815 28 Development of New Niche Market Product CG CR 0.00 -0.63 4 10 19 7 0.00 0.00 0.00 0.00 0.00 0.63 0.63 23.68 0.63 26.60
TOTAL CASH COST £30m / TOTAL P&L COST £24.6m
Ran
k Th
is M
Ran
k La
st M
Stra
tegi
c Sc
ore
Life
cycl
e
Ranking Factors
Reg
no
NPV
Net
B
enef
it 20
06
Exco
m
embe
r
P&L
Cos
tsC
umul
ativ
e P&
L C
osts
Cas
h C
osts
Cum
ulat ive
Cas
h
By
NPV
2006 Funding Constraints
By
Net
B
enef
it 20
06 By
Stra
tegi
c Sc
ore
Rev
enu
e C
osts
Dep
reci
atio
n
Phas
e G
ate
Ope
rati
ng P
lan
2006
To
tal
Ben
efit
Ranking 2006 Benefits
Varia
nc e
Theme 2 - Control Change & think ‘end to end’Published with permission - www.bpgroup.org - October 2009
11
Accelerated Operations Accelerated Operations Performance Improvement Performance Improvement
FrameworkFramework
Theme 3Theme 3 Standardise, Standardise, Consolidate & Simplify CycleConsolidate & Simplify Cycle
Best Practice Standards
Team as a Small
Business
Performance Laboratories
Spans of control
Process Coaching
Performance Metrics
SmartPack
Performance Intervention
SOURCE: W D Scott Consulting (Copyright)
Published with permission - www.bpgroup.org - October 2009
12
How did we do it? How did we do it? Theme 3 Theme 3 -- Performance InterventionPerformance Intervention
Established a Established a Performance Management Performance Management Office:Office:
Financial & Resource Financial & Resource PlanningPlanning
Performance AnalysisPerformance Analysis
Performance Performance ImprovementImprovement
Change ManagementChange Management
Proved a highly effective Proved a highly effective intervention model to intervention model to drive improvementdrive improvement
Performance Performance EntityEntity
• Planning
• Performance
• Improvement
• Change
Management
BusinessBusiness
(Core (Core Operations)Operations)
INTERVENTION PHASES • Directive• Collaborative / Mentored • Participative• Owned
Published with permission - www.bpgroup.org - October 2009
13
How did we do it?How did we do it?Theme 3 Theme 3 -- Best Practice StandardsBest Practice Standards
Established Process Established Process Partnership with WD ScottPartnership with WD Scott
Adopted benchmarked Adopted benchmarked ‘‘best best practicepractice’’ process standardsprocess standards
Customer Experience centricCustomer Experience centric
Established process controlsEstablished process controls
Measured performance Measured performance against against ‘‘idealideal’’ standardstandard
Identified gaps, key causesIdentified gaps, key causes
Defined solutionDefined solution
Made the improvement realMade the improvement real
ProcessProcessTrigger
OutputsInputs
InspectionInspection
ProcessAnalysis
ResourcePlanning
ProcessStandards
PreventionPrevention ControlsControls
Why?Standard
Actual
Published with permission - www.bpgroup.org - October 2009
Defined ‘end state’ customer principles e.g.
Conformance to ‘standard’
Processing ‘batches of one’
No ‘hand offs’
Error free input
Same day completion
Communicate the sustainable step changes towards the ‘desired end state’
Operating Model
1. NOW1. NOW
2. WHERE2. WHERE
3. HOW3. HOW
‘As Is’ State
Desired End
State
TransitionTransition
UndefinedUndefined
‘‘As IsAs Is’’StandardisedStandardised
‘‘As IsAs Is’’ ImprovedImproved
‘‘As IsAs Is’’ RedesignedRedesigned
‘‘End StateEnd State’’ Best PracticeBest Practice
How did we do it?How did we do it?Theme 3 Theme 3 –– End State PrinciplesEnd State Principles
Published with permission - www.bpgroup.org - October 2009
15
How did we do it?How did we do it?Theme 3 Theme 3 -- Performance MetricsPerformance Metrics
Defined the Defined the ‘‘rightright’’ metrics to metrics to deliver process intentdeliver process intent
Firstly the Firstly the customer customer experienceexperience
Then process Then process effectivenesseffectiveness
Followed by Followed by serviceservice
And only then, And only then, efficiencyefficiency
Build a Build a ‘‘customer journeycustomer journey’’centric environmentcentric environment
Provide QuotationProvide QuotationProvide Quotation
Customer Customer ExperienceExperience
EffectivenessEffectiveness
Service Service LevelsLevels
EfficiencyEfficiency
Published with permission - www.bpgroup.org - October 2009
Established ‘process coaching’roles’
1:2 team ratio
Coach for process conformance, then improvement, innovation and customer excellence
Eliminate causes of process input and output waste
Engage everyone in improvement
Coaching for Improvement
Manage up or out Performance Entity
Business Unit
Team15
Team15
Team Manager
Team Manager
Process Coach
Module Manager
Planning
Improvement
Performance
How did we do it?How did we do it?Theme 3 Theme 3 –– Process & Performance CoachingProcess & Performance Coaching
Published with permission - www.bpgroup.org - October 2009
17
How did we do it?How did we do it?Theme 3 Theme 3 -- Team as a Small BusinessTeam as a Small Business
Each team is regarded as a Each team is regarded as a ‘‘small businesssmall business’’
The team thinks through The team thinks through business fundamentals (Why, business fundamentals (Why, What, How) What, How)
Then works through plans, Then works through plans, targets and budgets targets and budgets
Rewards are closely linked to Rewards are closely linked to performanceperformance
Each team measured on Each team measured on customer scoreboardcustomer scoreboard
Customer focus days Customer focus days
Process Coach
Team Manager
Team Members
BUSINESS:BUSINESS:DIRECTIONBUDGETSTARGETS
TEAM:TEAM:PLANS
BUDGETSTARGETS
Rewards & Rewards & RecognitionRecognition
Published with permission - www.bpgroup.org - October 2009
18
How did we do it?How did we do it?Theme 3 Theme 3 –– Leading the WayLeading the Way
Fundamental shift in leadership Fundamental shift in leadership behaviours behaviours
Right people leading the chargeRight people leading the charge
Invested in training , Invested in training , development and assessmentdevelopment and assessment
‘‘Partners in ManagementPartners in Management’’
Moments of Truth Moments of Truth
Honorable Leadership Honorable Leadership
Doing what is says on the tin Doing what is says on the tin
Consistency of word and actionConsistency of word and action
All levels and all ranks All levels and all ranks www.partnersinmanagement.co.uk
The Intrapreneurial Manager CMi Masters Level 7 Qualification
RIDFEAR ®Coaching change, Leadership skills
The Forum Think Tank for Leaders & Managers
Published with permission - www.bpgroup.org - October 2009
19
What were the results?What were the results?48% reduction in the number of roles 48% reduction in the number of roles …………..
20032003ActualActual
20042004ActualActual
20052005ActualActual
20022002ActualActual
20062006ActualActual
1,2881,134
792
673
No. of Roles in OperationsNo. of Roles in Operations
Resources linked to Resources linked to business volume business volume demand demand -- ‘‘no fatno fat’’
Large reduction in Large reduction in management, management, performance monitoring performance monitoring and casual workersand casual workers
Increasingly moving Increasingly moving away from fixed to away from fixed to flexible hours of work flexible hours of work
Industry Process Industry Process definitions and definitions and standards established standards established and maintained through and maintained through WD Scott Process WD Scott Process Partnership Partnership
594
…. 15% reduction on previous year…
48% reduction over 3 years…….
Published with permission - www.bpgroup.org - October 2009
Source: Group Ops Finance & Planning Jan. 2005
Complaints Received (Monthly)
0
100
200
300
400
500
600
700
Volu
me
Savings Complaints Lending Complaints
The results so far : Customer complaints
Published with permission - www.bpgroup.org - October 2009
Source: Operations Transformation Performance Tracking;
1009080706050403020100
Reso
urce
Util
isatio
n/Ef
ficien
cy (%
)
Dec 0
5
AdviceProcessing
BranchProcessing
Tax FreeSavings
SavingsProcessing
Corres Redemptions Securities Retention &Add Lending
Property &Insurance
Savings & Advice Support Mortgage OperationsSe
pt 03
The results so far : Staff efficiency
Published with permission - www.bpgroup.org - October 2009
22
What were the results?What were the results?Significant improvement in Significant improvement in resource utilisationresource utilisation
Matching resources to work Matching resources to work traffic traffic
Active resource Active resource management management –– multi skilledmulti skilled
Doing the right things rightDoing the right things right
Higher focus on customer Higher focus on customer value adding activities value adding activities
Desire to remove barriers Desire to remove barriers and obstacles for and obstacles for excellenceexcellence
Continuous improvement is Continuous improvement is a a ‘‘way of lifeway of life’’
Mortgage Mortgage OperationsOperations
Retail Retail OperationsOperations
Direct Direct OperationsOperations
BeforeBefore AfterAfter
Published with permission - www.bpgroup.org - October 2009
PMO ROps CRels OverallMOps
Very Satisfied
Quite Satisfied
Very Dissatisfied
Quite Dissatisfied
The results so far : Staff Satisfaction
Source: Operations quarterly staff satisfaction surveys
5747
63
7966
2005
PMO94
ROps94
CRels84
Overall87
MOps79
2007
Published with permission - www.bpgroup.org - October 2009
Cha
nnel
s
Online
Teller
UFS
S
CB
AS(M
ortg
ages
)
Inve
stm
ent S
yste
m(S
avin
gs/C
ash
ISA
)
LISA
(non
-cas
h IS
A)
PCS
(PE
P)
Qua
sar
(PE
P)
Equifax Experian
Cor
e A
dmin
Gro
up S
uppo
rtD
istr
ibut
ion
Millennium(GL)
NatWestFNBCBankOneBoNYToronto DominionHSBCReuters
Bloomberg
Cyborg(HR/Payroll)
Sal
es S
uppo
rt
CIF(Customer Index)
CHAPS
Om
iga
Man
ufac
turin
g)
Ecross
ISAA
C
CLO
ESales Tools, e.g.Mort. Brain (MBL)ExWebCTP
Central Sales
PCMS(Comm’n Tracking)
TeamTrack(Compliance trending)
Querix(sales mgt)
3rd PartyMortgage SuppliersBACS
TMS/Simcor(Treasury)
Musketeer(Treasury)
HATS
Post only
Branches Mortgage OperationsTelephony
XP V4 DesktopNT V2 Laptop
NT V3 Laptop
NT V2 Desktop
NT V3 DesktopNT V3 Desktop
Infr
astr
uctu
re
Group Support NT V2 Desktop NT V3 Desktop V1 Laptop V2 Laptop V3 Laptop AMS NT Desktop AMS NT Server NT Server
High Risk
Medium Risk
Low Risk
Legend
Online
Om
iga
Ret
ail
XP V4 Desktop
Network Flexible broadband technology
IT Architecture Q1 2007
The results so far :Published with permission - www.bpgroup.org - October 2009
2005 2006 2007
Application Rationalisation
Upgrade Network: WAN, Branch LAN,
Server Consolidation
Mainframe UpgradeMainframe: Positioning
New deskPC’s
Retail project: Branch refresh
New Server Build Remove obsolete mini computers
Upgrade Computer Rooms
Removal of Laptop Factory
Agency Refresh
Ongoing
Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 42008
Next server
Next PC
Central sites Project: 50% Server Refresh
Upgrade Internet Infrastructure
Telephony infrastructure upgrade LAN cabling upgrades as required
Qtr 1 Qtr 2 Qtr 3 Qtr 4Qtr 1 Qtr 2 Qtr 3 Qtr 4
Central sites Project: Desktop refresh
1. Replace
obsolete
I.T.
2. Improve
Efficiency
3. Mitigate
Risks
4. Enable
business
growth
Principle
IT goals
3 Year IT Investment Programme
The results so far :
Published with permission - www.bpgroup.org - October 2009
Source: Group Ops Finance & Planning Jan. 2006
£152m
2002 actual
£124m£136m
£147m
Reduction of £12mon previous year..
..£28m over last 3 years
2003 actual
2004 actual
2005 actual
Group Operations Costs 2006 (£m)The results so far :
....Whilst business growth of 18%
Published with permission - www.bpgroup.org - October 2009
40
45
50
55
60
65
70
Cos
t inc
ome
ratio
(%)
Cost Income RatioThe results so far :
Published with permission - www.bpgroup.org - October 2009
Key Learning…….
Senior Executive commitment and regular oversight
Technology is not the silver bullet its at the end of the process not the beginning choose the investments wisely
Choose your interventions carefully - successful execution is the key currency, words are cheapGetting the pace right - Companies have a capacity for absorbing change
move too fast and change will be rejected
staff love to feel competent, perception of unrelenting change undermines this
Think and act systemically
Consistent, clear and frequent communication to all staff
Focus on achieving conformance and be seen energetically maintaining it
This programme was always a customer experience programme
Published with permission - www.bpgroup.org - October 2009
29
Key success factorsKey success factors……It hasnIt hasn’’t been easy BUT it has been worth whilet been easy BUT it has been worth while……
CommunicationCommunication needs be consistent and clearneeds be consistent and clear
Personal Personal objectivesobjectives need to be aligned up and down the need to be aligned up and down the structure linked to common aims across the companystructure linked to common aims across the company
Defining and managing Defining and managing accountabilitiesaccountabilities and take corrective and take corrective action action -- do something mentalitydo something mentality
Management by Management by variationvariation not by averagesnot by averages
Achieving Achieving stabilitystability and and ‘‘energeticallyenergetically’’ retaining itretaining it
Ensuring that everyone applies Ensuring that everyone applies continuous improvementcontinuous improvement tools tools and techniquesand techniques
The change in The change in management management behaviour is behaviour is criticalcritical to changeto change
CUSTOMER EXPERIENCE CHANGES WHEN PERFORMANCE & CUSTOMER EXPERIENCE CHANGES WHEN PERFORMANCE & CULTURES CHANGE CULTURES CHANGE
That changes ONLY WHEN MANAGEMENT BEHAVIOURS CHANGEThat changes ONLY WHEN MANAGEMENT BEHAVIOURS CHANGE
Published with permission - www.bpgroup.org - October 2009
30
Respond to the Volatility & ChaosRespond to the Volatility & ChaosDespite banking crisis and its impacts......Despite banking crisis and its impacts......
Operations strong even today Operations strong even today –– ranked & accredited by ranked & accredited by Standard & PoorStandard & Poor’’s in 2009 s in 2009 due to these standardsdue to these standards
Established Customer Excellence culture Established Customer Excellence culture -- keep raising barkeep raising bar
Demand led business Demand led business –– offers cost flexibility offers cost flexibility and prudence and prudence
Change management control offers Change management control offers responsive Operations responsive Operations not a reactive onenot a reactive one
Operations acts as backbone in times of challenge and crisis Operations acts as backbone in times of challenge and crisis offering offering service certainty service certainty and leadership strength to those and leadership strength to those that touch your daily and that touch your daily and regular customer interactionsregular customer interactions
Many of these techniques from WD Scott and Partners in Many of these techniques from WD Scott and Partners in Management are easy to install and Management are easy to install and dondon’’t cost the earth t cost the earth
Bring the Bring the purpose, process purpose, process and and peoplepeople together to achieve together to achieve performance performance
Published with permission - www.bpgroup.org - October 2009Published with permission - www.bpgroup.org - October 2009
Thank you for listeningThank you for listening
Questions?Questions?
Comments?Comments?
Published with permission - www.bpgroup.org - October 2009
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