the problem one of australia’s largest mutual banks customer experience differentiation being...
TRANSCRIPT
THE PROBLEM
One of Australia’s Largest Mutual Banks
Customer Experience differentiation being eroded by the “Big banks”
Rising costs eroding profitability
THE CHALLENGES
No expertise in business process improvement
No frameworks or methodologies in place
No understanding of process costs
Limited understanding of customer experience
1. UNDERSTAND KEY ISSUES
Depth Interviews with C-suite, Executive Teams, Managers & Operational Staff
Organisation wide Process & Procedural Maturity Survey
Explain our role
2. UNDERSTAND PROCESS MATURITY
Now
5 Years
*CMMI® is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University
ROADMAP
3. DESIGN “APPROPRIATE” FRAMEWORK
What is the Business
Objective?
Define Customers &
Business Strategy
Define Business Services
Define Current Process Scope
Facilitate Current State
Discovery
Utilise existing Information
Document Current State
Process
Operations
Understand Current State
Define / Update Customers &
Business Strategy
Define / Update Business Services
Define Current & Future Process
Scope
Facilitate Current State
Discovery(Workshop)
Improve Current State
Optimise Future State Processes
(Workshop)
Document Future State Process &
Procedures
Link Business Requirements to
Process & Procedural
Steps
Document Business
Requirements
IS & PMO Delivery
Improve
Business Requirements Specification
CEM Method Workbook
Process Map
Business Services & Process Diagram
Process & Procedure Template
Process & Procedure Template
Process Map
Quantify Process Improvement (Current to
Future State)
Link Business RequirementsTo Test Scenarios
Compliance
Continuous Improvement
Complaints Management
Process & Procedure Template
Update Process Register
4. DEFINE KEY MESSAGES & COMMUNICATE
Defined 5 key messages to encapsulate “the why”
Created Change management plans
Built & implemented communications strategy
5. EDUCATE
Education sessions for C-Suite / Executive Team
40 Staff Trained in Process Transformation Method
Reinforce the why
Create “viral” BPI!
6. IMPROVE
Targeted Processes:
Customer OnboardingCustomer IdentificationHome LoansPersonal LoansCredit / Debit CardsPayments
Average 68% of Process Tasks ELIMINATEDAverage 24% of Process Tasks IMPROVEDAverage 8% of Process Tasks Unchanged
= $3m per annum savings (7 processes)= Significant Customer Experience Benefits
5. ROADMAP
Quick Wins for immediate implementation (15-20% of identified improvements)
Establishment of process standards
Creation of a centralised process repository
Establishment of process ownership
Process Automation – BPMS
Establishment of Process Centre of excellence
“Core” business process improvement
“Support” business process improvement
LESSONS
Quick Wins aren’t always quick. Don’t be afraid to aim higher from the start.
The do-ers are the key to process improvement.
Process ownership is great, but you may have to tear up the org chart to achieve it.
Your Process Centre of Excellence isn’t an island. Work hard to integrate. With everything.
Embrace incremental transformation. Big bang can equal big mistake.
Efficiency alone isn’t the answer. Customer Experience + Efficiency improvement = secret sauce.
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