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Redefining the Formula

for High Performance How to enable Transparency, Agility and

Effectiveness by Business Process Management

in the Financial Services industry

Dag Norheim, Accenture

Background –

Responding to the New Banking Landscape

• Based on analysis of more than150 financial services institutions worldwide and direct interviews with more than 30 industry leaders, we believe that banks need to transform all aspects of their core banking —processes, IT and people— in alignment with their strategic positioning in order to succeed in the new Banking Landscape;

– First, they need to be more differentiated than their competitors in the eyes of their customers.

– Second, they need to be more efficient or “simplified on the inside” in terms of their operating model.

– Third, they need to be outstanding at execution, demonstrating not only superior operational performance but also excellence in thedelivery of complex business change.

• Not as a single initiative, but as continuous improvement capability

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Geographic Expansion

• Driving Value through Geographic ExpansionNew Initiatives and M&A

• Driving Value through New Initiatives and M&A

• Driving Value in the Geographies

The context – Value creation

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Product

Development

Supply

ChainCRM

Core

• Value Creation at the Core

Div

isio

n 1

Div

isio

n 2

…

…

Div

isio

n N

• Driving Value in the Divisions

BusinessProcess Management

Value Creation through Business Process

Management

Product

Development

Supply

ChainCRM

Core

New Initiatives and M&A

Geographic Expansion

Financial Reporti

ng &

Analytics

Div

isio

n 1

Div

isio

n 2

…

…

Div

isio

n N

Build on key Capabilities

• End-to-End Business Process Experts

• Common Repositories, Architectures &

Tools

• Global CoE’s with local reach

• Governance

Create Value through BPM

• Transparency

• Agility

• Efficiency

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Business Process Management Value Levers

Key Differentiators in the recent Economic Crisis

Transparency

Agility

Efficiency

Su

sta

in P

roc

es

s

Ex

ce

llen

ce

Eliminate

Simplify

Optimize

Automate

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…we suggest by establishing a Business

Process Management – Lifecycle Capability

� BPM-L links business strategy

with IT / people based operations

� It provides an integrated

approach from design to execution

and controlling, using process

models which become real

process assets in a repository

� Its efficiency and effectiveness is

enabled through the application of

process reference models and

appropriate modeling software

Overview of BPM-L

BPM-L enables organizations to build sustainable industrialized process management

capabilities that deliver transparency, agility and efficiency to deal successfully with

change. It helps organizations to establish the “process of process management”.

8

Business Process Management Strategy is

the Entry Point into Systematic BPM-L

� A clear Business Process

Management Strategy increases in

importance as business drivers for

process change occur more

frequently

� A clear Business Process

Management Strategy is required

to go beyond the simple initiation of

process initiatives and to enable

close alignment with overall

business strategy.

Connecting the business strategy to process initiatives is a value driven approach

to BPM-L

BPM Strategy

9

Classification of business processes

“Get things done”

“Ensure efficiency and effectiveness”

“Define rules & guidelines”

Industry trends

Objectives Regulations

Governance Process

Management Process

Operational Process

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Supporting capabilities

Vision and goals

Business area requirements

Business processes

Supporting capabilities

Vision and goals

Business area requirements

Business processes

Ext

ern

al

Inte

rnal

Inte

rnal

Visionand goalsVisionand goals

Competition &Business environment

Products and servicesProducts and services

ResultResult

OrganisationOrganisationInformationand knowledgeInformationand knowledgeApplicationApplication

The BPM-lifecycle approach is based on a deep understanding of

the dependencies between the different dimension of the

Enterprise Architecture and of the supporting repository solution

FacilitiesFacilitiesIT InfrastructureIT Infrastructure DatabasesDatabases

Business area

Processarea

Processarea

Processarea

Processarea

Processarea

Processarea

Business Process

Repository

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Business Process Governance is built

up of several key components

Mission / Value Proposition Stake Holders / Expectations

Process Management Services (“Offerings”)

Operating Models and Process Definitions (“Process of Process Management”)

Organization Roles / Responsibilities Capability Development

Repository Standards Tool/Software Standards Method Standards

Roll-out Plan – Project Portfolio

Business Process Governance – Components

Summary

– BPM Lifecycle is an organisational capability which enables transparency, agility and efficiency to deal successfully with change.

– BPM Lifecycle includes;

• A BPM Strategy aligned with business strategy

• A common repository for all your process artefacts

• A process governance process and organisation

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Thank you!

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