ibm supports the foundation of an islamic bank in saudi arabia. islamic banki… · 2 1st iir...
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IBM Global Business Services
© Copyright IBM Corporation 2008
IBM supports the foundation of an Islamic Bank in Saudi Arabia
Frankfurt, Nov 5th, 2008
Dr. Paul-Gerhard Haase – IBM Deutschland GmbHChristopher Kalbhenn – IBM Deutschland GmbH
Kingdom of Saudi Arabia
1st IIR Islamic Finance & Real Estate Forum | November 5, 20081
IBM Global Business Services
© Copyright IBM Corporation 2008
1. The Saudi Banking Market
§ Islamic Banking – a dynamic growth play
2. Foundation of a new bank
§ Strategy
§ Products & Services
§ Operating Model
3. IBM Engagement
§ Business Model Framework & Process Reference Model
§ System Integration
4. Lessons Learnt
1. The Saudi Banking Market
§ Islamic Banking – a dynamic growth play
2. Foundation of a new bank
§ Strategy
§ Products & Services
§ Operating Model
3. IBM Engagement
§ Business Model Framework & Process Reference Model
§ System Integration
4. Lessons Learnt
1st IIR Islamic Finance & Real Estate Forum | November 5, 20082
IBM Global Business Services
© Copyright IBM Corporation 2008
There is a strong demand for Shari‘ah compliant banking services in the Saudi market,…
Saudi Arabian Banking Market
Note: Based on opinions of Saudi nationals only (no expatriates). Source: Results from market research, Booz Allen analysis
37,9%9,9%
16,9%
35,3%
Only Islamic
Islamic, if allfactors equal
Islamic, if price is lower
Onlyconventional
Islamic Banking Affinity(Saudi Nationals Only)
CommentsComments
§ About two thirds (64.7%) of Saudi nationals have a preference for purchasing Shari’ah compliant products
§ Within the above population, 16.9% would only purchase Shari’ah compliant products regardless of price, conditions, etc.
§ In the main, most customers will not purchase Shari’ah compliant products if this puts them at a competitive disadvantage vs. conventional products
§ About two thirds (64.7%) of Saudi nationals have a preference for purchasing Shari’ah compliant products
§ Within the above population, 16.9% would only purchase Shari’ah compliant products regardless of price, conditions, etc.
§ In the main, most customers will not purchase Shari’ah compliant products if this puts them at a competitive disadvantage vs. conventional products
1st IIR Islamic Finance & Real Estate Forum | November 5, 20083
IBM Global Business Services
© Copyright IBM Corporation 2008
… but banks have to prove that they adhere to Shari‘ah principles implying the need to invest in educating customers
19,0%29,5%
34,0%
Evaluation Of Shari’ah Conformity(Saudi Customers Only)
Knowledge About Islamic Banking
100100100
Indifferent
28,4%8,4%
62,1%
20,1%
60,9%
§ Islamic banks in Saudi Arabia need to make clear that their products and processes are Shari‘ah compliant
§ Proof or certification of Shari‘ah compliance is important
§ Only about a third (37.6%) of Saudis agree that a bank should be able to sell both Islamic and conventional products
25%
(Very) Poor
(Very) Good
Neither Nor
20%
55%
§ Only 55% of all customers have a sound knowledge of Islamic banking
§ Given that interviewees typically overstate their response to this question, it can be assumed with reasonable certainty that the level of understanding of Islamic banking in the Kingdom is fairly low
§ Consequently, the bank will need to invest in educating its target customers on both the nature and benefits of Islamic banking
Source: Results from market research, Booz Allen analysisc
37,6%
(Fully) Disagree
(Fully) Agree
Ability to Sell Conventional
Products
Bank Needs toProve
Conformity
BankStatement Sufficient
1st IIR Islamic Finance & Real Estate Forum | November 5, 20084
IBM Global Business Services
© Copyright IBM Corporation 2008
The Shari‘ah Law imposes a set of principles on Islamic Banking resulting in particular challenges within the bank
Prohibition of ContractualUncertainty
and Speculation(GHARAR)
Risk focusedpricing of all
banking productsis required due to
the Islamic Contract
Ban onInterest Charge
(RIBA)
Requiringcontinuous Shari‘ah
Compliancemonitoring and
auditing bythe bank‘s Shari‘ah
supervisoryrepresentatives
Shari‘ahapprovals
required duringprocess &
product design
Social and Ethic Preclusions regardingthe funding of an Islamic Bank
- esp. no investments in/ financing frompork trading, alcohol industry, etc. -
(HARAM)Prohibition of Gambling
(MAYSIR, QUIMAR)
Imposing specificrisks regardingTreasury of anIslamic Bank
Islamic Banking Principles ...
... result in specific challenges
Resulting in high demands regarding reporting and monitoring capabilities particularly regardingprocesses, systems and people.
1st IIR Islamic Finance & Real Estate Forum | November 5, 20085
IBM Global Business Services
© Copyright IBM Corporation 2008
On royal decree the bank was founded in late 2006 with an successful IPO in 2008 and a proposed market launch early 2009
Vision:
To be your preferred financial partner.
Mission:
To provide our partners with total Shari'ah-compliant financial solutions through the best workplace to sustainably grow and serve our community.
The bank’s 3 founding shareholders are § Public Investment Fund (PIF)
§ Public Pension Agency (PPA)
§ General Organization for Social Insurance (GOSI)Together they represent 30% of the bank’s capital, or SAR 4.5 bn, with equal shares. The remaining 70% of the bank’s capital of SAR 15 bn is publicly held. Bank is deemed to be essential part of the KSA initiative for economic growth
1st IIR Islamic Finance & Real Estate Forum | November 5, 20086
IBM Global Business Services
© Copyright IBM Corporation 2008
1. The Saudi Banking Market
§ Islamic Banking – a dynamic growth play
2. Foundation of a new bank
§ Strategy
§ Products & Services
§ Operating Model
3. IBM Engagement
§ Business Model Framework & Process Reference Model
§ System Integration
4. Lessons Learnt
1. The Saudi Banking Market
§ Islamic Banking – a dynamic growth play
2. Foundation of a new bank
§ Strategy
§ Products & Services
§ Operating Model
3. IBM Engagement
§ Business Model Framework & Process Reference Model
§ System Integration
4. Lessons Learnt
1st IIR Islamic Finance & Real Estate Forum | November 5, 20087
IBM Global Business Services
© Copyright IBM Corporation 2008
A growth strategy, best in class technology and Shari‘ahcompliance are the cornerstones of the bank to become the world‘sleading Islamic Bank
§ Efficient customer acquisition and migration at large scale§ Grand entry§ Retail, Corporate & Investment
Banking§ Superior customer service§ Efficient and accessible service§ Reach new customer segments
(Youth & Low Paid Workers)§ Customer focused workforce§ Leadership in product development
(Speed to Market)
§ Shari'ah compliance§ Customer service§ New concepts of branch banking§ Efficient business process § Partnership (Co-branding) that adds
“Big Value”§ Strong Customer Relationship
Management§ Behavioral monitoring at
contact points§ Delivery channel collaboration
Market Growth Strategy Strategy Differentiators
1st IIR Islamic Finance & Real Estate Forum | November 5, 20088
IBM Global Business Services
© Copyright IBM Corporation 2008
Proposed Corporate Banking Product Scope
List is not deemed to be comprehensive
§ General Contract§ Checking Account / Investment Account (restricted / unrestricted Mudaraba)§ Transfers & Transaction (SWIFT, SARIE, SADAD, Payables Mgt, FX….)§ Islamic Trade Finance
• LC Musharaka / Murabaha• Import Documents Finance
• Islamic Investment Products• Sukuk Musharaka / Ijarah / Bai Salam
• Islamic Financing Products• Deferred Sales (Tawquer)• Ijarah with ownership• Local Mudaraba / Murabaha• Istisna’a & Parallel Istisna’a• Syndicated loans (Musharaka / Ijarah)
• Joint Guarantee (Takaful) / Benevolent Loan (Qard Hasan)
List is not deemed to be comprehensive
1st IIR Islamic Finance & Real Estate Forum | November 5, 20089
IBM Global Business Services
© Copyright IBM Corporation 2008
Proposed Retail Banking Product Scope
§ General Contract§ Checking Account / Investment Account § Transfers & Transaction (bill payments, standing order, FX, Payroll)§ Personal Finance
• Global Limit• Auto Finance Murabaha & Ijarah• Stocks Finance Murabaha• Goods & Service Murabaha• Real Estate Murabaha & Ijarah
• Cards• Charge card / Direct card• Secure card / Prepaid card• Corporate card
• Safe Deposit• POS
List is not deemed to be comprehensive
1st IIR Islamic Finance & Real Estate Forum | November 5, 200810
IBM Global Business Services
© Copyright IBM Corporation 2008
Proposed Treasury Product Scope
§ Commodity Murabaha (with SAMA & Other Banks)
§ Placement on Mudaraba Basis
§ Investment in Shari’ah Compliant Funds • (asset classes: real estate, private equity, liquidity fund,
equity fund, commodity fund)§ Investment in Shari’ah Compliant Sukuk
• Trade contracts (Murabaha, Bai Salam, Istisna’a)• Equity contracts (Musharaka, Mudaraba)• Rental contracts (Ijarah, Diminishing Musharaka)
§ Wakala-tul-Istismar Basis§
Currency Swaps – (On Qard Basis)
List is not deemed to be comprehensive
1st IIR Islamic Finance & Real Estate Forum | November 5, 200811
IBM Global Business Services
© Copyright IBM Corporation 2008
for each segment
The Customer Engagement Model and proposition for each segment define how the bank will engage with those customers
Retail Customers
PROPOSITION
PROPOSITION
PROPOSITION
PROPOSITION
PROPOSITION
Segment Manager
Segment Manager
Segment Manager
Segment Manager
Segment Manager
ChannelManager
ChannelManager
ChannelManager
ChannelManager
Product Manager
Product Manager
Product Manager
Product Manager
Salaried Employees
Ladies
•Sales Targets•Activity Plans•Campaigns
Middle Market
Business Banking
Corporate Customers
Students
Branch
BANK
Fax
ReadyCash
ATM
Self Service Relationship
Managers
MeeterGreeter
Mobile, SMS & PDA
IVR
Remote channels
MailA. R. Jamieson, Esq.,
47 Abberley Road,
Brompton Heath,
BL72 9PE.
(Agent
ReadyCash
Offsite ATM e-mail
Teller
Integrated Distribution
Internet
• Sales Targets• Activity Plans• Campaigns
Agency
1st IIR Islamic Finance & Real Estate Forum | November 5, 200812
IBM Global Business Services
© Copyright IBM Corporation 2008
1. The Saudi Banking Market
§ Islamic Banking – a dynamic growth play
2. Foundation of a new bank
§ Strategy
§ Products & Services
§ Operating Model
3. IBM Engagement
§ Business Model Framework & Process Reference Model
§ System Integration
4. Lessons Learnt
1. The Saudi Banking Market
§ Islamic Banking – a dynamic growth play
2. Foundation of a new bank
§ Strategy
§ Products & Services
§ Operating Model
3. IBM Engagement
§ Business Model Framework & Process Reference Model
§ System Integration
4. Lessons Learnt
1st IIR Islamic Finance & Real Estate Forum | November 5, 200813
IBM Global Business Services
© Copyright IBM Corporation 2008
IBM’s initial proposal covered the whole scope of the Business & IT Architectures in two phases: ‘Strategy’ and ‘Design & Architecture’
1.2 Business Unit Strategy**
4.1 IT Service & Organization Design
4.3 Infrastructure Architecture
Retail Banking
Corporate BankingInvestment Banking
Bus
ines
sIT 4.2 Application Architecture
Impl
emen
tatio
n R
oadm
ap
Impl
emen
tatio
n P
rogr
am*3.2 Supporting Units
3.3 Org Design3.1 Banking Operations & Process Design
Strategy Design & Architecture
Service Management
Solution and Infrastructure Management
Solutions Management
IS Management
ProgramManagement
Infrastructure Management
DevelopmentEngineering
Production
MaintenanceSupport
IT S
upp
lier M
an
ag
em
ent
Release M gmt
Change Mgmt
Service Lev elMgmt
Configuration Mgm t
Capac ity Mgmt
Cost Mgmt
Qual ity Risk Mgmt
Pro ject Management
Pro ject Office & Methods
Strategy Management Control ling ProcurementReporting
Security Mgmt
IT Service Continui ty M gmt
CAMS IIApps
CAMS IIApps
CAREApps
CAREApps
Fraud Solutions
Fraud Solutions
MerchantsApps
MerchantsApps
Cl ientApps
Cl ientApps
DataWare-hs
DataWare-hs
Incident Mgmt/ Service Desk
Problem Mgm t
Availab il i ty M gmt
Ski l ls & Resourc eMgm t
Architectu re Management
Data Arc hi tecture M gmt
Appl ic ations Arc hi tecture Mgm t
Infras tructure Arch itec ture Mgm t
IT C
usto
me
r M
an
ag
em
en
t
In terface M iddle-ware
Data-base
Work-p lace
AS/400Oper.Sy stem
Server Voic e LAN/ WAN
InterfaceInterface M iddle-ware
M iddle-ware
Data-baseData-base
Work-p laceWork-p lace
AS/400AS/400Oper.Sy stemOper.
Sy stemServerServer Voic eVoic e LAN/
WANLAN/ WAN
CorporateAppl ic.
Retai lAppl ic .
Inv est.Applic.
Back off.Appl ic .
Service Execution
A 6 1
Event Management
A 62
Incident Management
A 6 3
Problem Management
A 64
Lo g ge dE ve n t
Resolved Incident
Incident
OperationalMonitoring Data
Event ResolutionDirective
Change Management
A 5 1
P r o bl em s a ndK n o w n E r r o r s
IncidentInformation
RFC
DeployedSolution
Function1
Function2
Function3
Operating Model Process ModelPhysical Model
Operating Model Process ModelPhysical Model
2. D
esig
n Pr
inci
ples
Sample Organization
Organization Model
IT Reference Model IT Service Framework IT Process Model Sample Organization
1.1 Business Model Framework (CBM)
1.3 IT Strategy
*Out of scope
Value per customer
Service
Price sensit ivity
Traditional Barclays Target Segment
Broaden out into two fundamentally different segments
that require different delivery
models
Key char acter istics:High volumesTechnologyCost effect ivenessTransact ional bankingNon- banking productsGeogr aphic coverage
Key characterist ics:People dependantProduct diversityCredit extension (mortgages, ABF, Consumer lending/ credit cards)InvestmentsNon-banking productsDoes not require extensive coverage
Consumer Finance
Affluent
M ass market
Value per customer
Service
Price sensit ivity
Traditional Barclays Target Segment
Broaden out into two fundamentally different segments
that require different delivery
models
Key char acter istics:High volumesTechnologyCost effect ivenessTransact ional bankingNon- banking productsGeogr aphic coverage
Key characterist ics:People dependantProduct diversityCredit extension (mortgages, ABF, Consumer lending/ credit cards)InvestmentsNon-banking productsDoes not require extensive coverage
Consumer Finance
Affluent
M ass market
1st IIR Islamic Finance & Real Estate Forum | November 5, 200814
IBM Global Business Services
© Copyright IBM Corporation 2008
Based on IBM’s proposal, the scope was decomposed into 5 separate work streams
1.2 Business Unit Strategy**
4.1 IT Service & Organization Design
4.3 Infrastructure Architecture
Retail Banking
Corporate BankingInvestment Banking
Bus
ines
sIT 4.2 Application Architecture
Impl
emen
tatio
n R
oadm
ap
Impl
emen
tatio
n P
rogr
am*3.2 Supporting Units
3.3 Org Design3.1 Banking Operations & Process Design
Strategy Design & Architecture
Service Management
Solution and Infrastructure Management
Solutions Management
IS Management
ProgramManagement
Infrastructure Management
DevelopmentEngineering
Production
MaintenanceSupport
IT S
upp
lier M
an
ag
em
ent
Release M gmt
Change Mgmt
Service Lev elMgmt
Configuration Mgm t
Capac ity Mgmt
Cost Mgmt
Qual ity Risk Mgmt
Pro ject Management
Pro ject Office & Methods
Strategy Management Control ling ProcurementReporting
Security Mgmt
IT Service Continui ty M gmt
CAMS IIApps
CAMS IIApps
CAREApps
CAREApps
Fraud Solutions
Fraud Solutions
MerchantsApps
MerchantsApps
Cl ientApps
Cl ientApps
DataWare-hs
DataWare-hs
Incident Mgmt/ Service Desk
Problem Mgm t
Availab il i ty M gmt
Ski l ls & Resourc eMgm t
Architectu re Management
Data Arc hi tecture M gmt
Appl ic ations Arc hi tecture Mgm t
Infras tructure Arch itec ture Mgm t
IT C
usto
me
r M
an
ag
em
en
t
In terface M iddle-ware
Data-base
Work-p lace
AS/400Oper.Sy stem
Server Voic e LAN/ WAN
InterfaceInterface M iddle-ware
M iddle-ware
Data-baseData-base
Work-p laceWork-p lace
AS/400AS/400Oper.Sy stemOper.
Sy stemServerServer Voic eVoic e LAN/
WANLAN/ WAN
CorporateAppl ic.
Retai lAppl ic .
Inv est.Applic.
Back off.Appl ic .
Service Execution
A 6 1
Event Management
A 62
Incident Management
A 6 3
Problem Management
A 64
Lo g ge dE ve n t
Resolved Incident
Incident
OperationalMonitoring Data
Event ResolutionDirective
Change Management
A 5 1
P r o bl em s a ndK n o w n E r r o r s
IncidentInformation
RFC
DeployedSolution
Function1
Function2
Function3
Operating Model Process ModelPhysical Model
Operating Model Process ModelPhysical Model
2. D
esig
n Pr
inci
ples
Sample Organization
Organization Model
IT Reference Model IT Service Framework IT Process Model Sample Organization
1.1 Business Model Framework (CBM)
1.3 IT Strategy
*Out of scope
Value per customer
Service
Price sensit ivity
Traditional Barclays Target Segment
Broaden out into two fundamentally different segments
that require different delivery
models
Key char acter istics:High volumesTechnologyCost effect ivenessTransact ional bankingNon- banking productsGeogr aphic coverage
Key characterist ics:People dependantProduct diversityCredit extension (mortgages, ABF, Consumer lending/ credit cards)InvestmentsNon-banking productsDoes not require extensive coverage
Consumer Finance
Affluent
M ass market
Value per customer
Service
Price sensit ivity
Traditional Barclays Target Segment
Broaden out into two fundamentally different segments
that require different delivery
models
Key char acter istics:High volumesTechnologyCost effect ivenessTransact ional bankingNon- banking productsGeogr aphic coverage
Key characterist ics:People dependantProduct diversityCredit extension (mortgages, ABF, Consumer lending/ credit cards)InvestmentsNon-banking productsDoes not require extensive coverage
Consumer Finance
Affluent
M ass market
AB C
D
E
B
**Assumption is, that Al Inma Bank Business strategy is already done
Core Business ProcessesOperations Strategy & Operations Business UnitOrganizational structureIT StrategyIT ArchitectureE
A
B
CD
1st IIR Islamic Finance & Real Estate Forum | November 5, 200815
IBM Global Business Services
© Copyright IBM Corporation 2008
Why IBM? We were the only supplier able to propose for all elements
§ IBM proposed for all subscribed projects:
§ A - Core Business Processes: IBM Information Framework for Banking
§ B - Operations Strategy and Ops BU: Component Business Modelling
§ C - Organizational Structure: IBM Organizational Design Methodology
§ D - IT Strategy: IBM IT Strategy Framework
§ E - IT Architecture: Enterprise Architecture Methods and Framework
§ IBM’s strong asset based approach along with our industry knowhow and delivery capabilities were decisively for winning the streams A and B and the System Integration
Banking Data Warehouse
IFW Object Models
Critical Business Processes
IFW Foundation Models
Financial Services Data Model
Financial Services Function Model
Financial Services Workflow Model
Business Solution Templates
Banking Data Warehouse Model
Financial Services Business Object Model
Financial Services Interface Design Model
Generators
IFW Process Models
Business
Technology
Components
Sa le s & se rv ic e
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
He lp d e sk S al es & s er v ice
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
O ut bo u n d tel
Sa le s & se rv ic e
O ut bo u n d te l
O ut bo u n d te l
Ou tb o u nd t el
Sa le s & se rv ic e
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
S al es & s er vi ce
O u tb o un d t el
O u tb o un d t el
S ale s & s erv ic e
O u tb ou n d te l
O u tb ou n d te l
S ale s & s er vi ce
O u tb o un d te l
O u tb o un d te l
S ale s & s er vi ce
O u tb o un d te l
S ale s & s er vi ce
O u tb ou n d te l
S a les & s e rv ice
Ou t bo u nd t el
Ou t bo u nd t el
Components
Sa le s & se rv ic e
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
He lp d e sk S al es & s er v ice
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
O ut bo u n d tel
Sa le s & se rv ic e
O ut bo u n d te l
O ut bo u n d te l
Ou tb o u nd t el
Sa le s & se rv ic e
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
S al es & s er vi ce
O u tb o un d t el
O u tb o un d t el
S ale s & s erv ic e
O u tb ou n d te l
O u tb ou n d te l
S ale s & s er vi ce
O u tb o un d te l
O u tb o un d te l
S ale s & s er vi ce
O u tb o un d te l
S ale s & s er vi ce
O u tb ou n d te l
S a les & s e rv ice
Ou t bo u nd t el
Ou t bo u nd t el
Sa le s & se rv ic e
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
He lp d e sk S al es & s er v ice
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
O ut bo u n d tel
Sa le s & se rv ic e
O ut bo u n d te l
O ut bo u n d te l
Ou tb o u nd t el
Sa le s & se rv ic e
O ut b ou n d te l
S a le s & s e rv ic e
O ut bo u n d tel
S al es & s er vi ce
O u tb o un d t el
O u tb o un d t el
S ale s & s erv ic e
O u tb ou n d te l
O u tb ou n d te l
S ale s & s er vi ce
O u tb o un d te l
O u tb o un d te l
S ale s & s er vi ce
O u tb o un d te l
S ale s & s er vi ce
O u tb ou n d te l
S a les & s e rv ice
Ou t bo u nd t el
Ou t bo u nd t el
Processes
4.1 Id en tify P ros pe ct4.2 R egi ste r P ro spe ct 4.3 Es ta bli sh and Mai nta in
C ust om er Pr ofi le4.4 Man ag e c am pa ign s4.5 Mon ito r a nd m ana ge cu sto m er
pe rfo rm an ce
5 .1 Ma na ge Cu sto m er Inv ok ed Co m m5 .2 Ma na ge Co m pan y Dr ive n C om m
5 .3 D e fin e/A gr ee Cu st om er Fin an cia l Pl an
5 .4 D e ter mi ne Op tio ns5 .5 C o lle ct a pp lic ati on In for ma tio n5 .6 P ro vi de Qu ote /I llu stra tio n5 .7 A ss es s R isk5 .8 F in ali se an d A gr ee Ar ran ge m ent5 .9 Ma na ge Po rtf oli o H ol din gs5 .10 R evi ew pe rf orm a nce ag ai nst
cu sto me r p la n5 .11 Man ag e E nq uir y5 .12 Mod ify C ust om er D ata5 .13 H an dle cu sto m er com p lai nt o r
co mp lim en t
4 -E st ab lis h a nd D ev elo p Cu st om er R ela tio ns hip
3.1 A na ly se an d P rio rit ise Mark et s3.2 D ev el op Pr op osi tio n3.3 Ma na ge Pr opo sit io ns3.4 Man ag e B ra nd ing3.5 C rea te an d Ma na ge Ch an ne l
C o nte nt
3 - Ma n age Mar ke ts 5 - Se rv ice C us tom e r R el ati on shi p
7 -Ma nag e Re so urc es
8 -Mo nit or & Man ag e B usi ne ss Pe rfo rm an ce
8. 3 Ma na ge Fi nan ci al Pe rfo rm an ce
8 .4 Mana ge R egu la tor y R ep ort ing a nd Co nt rol s
7 .1 Man ag e H um a n R es ou rce s
8. 9 Ma na ge Se cu rity
1 -C re ate & Man ag e Bu sin es s S tra te gy
1.1 D ef ine B us ine ss Co nc ep ts & Org an isa tio na l S tra teg y
1. 3 D eve lop V is ion & St rat eg y (G oa ls & O b jec tiv es)
1. 2 D eve lo p We alth Man ag em en t Bu si nes s P la ns
1.4 Mo nit or Ex ter na l E nv iro nm en t
1.5 Mo ni tor , C on tro l & A dju st ( Go al s, P lan s & Pe rfo rm an ce)
8 .1 De ve lop an d Man ag e S co rec ar ds
8.1 1 Id en tif y Im pro ve me nt s
10 - Man age E xt ern al R ela tio ns hip s
1 0.1 B uil d & Ma nag e S er vi ce P rov id er/ Pa rtn er Re lati on sh ips
10. 2 Ma na ge St ak eho ld er Co mm u nic ati on s
10 .3 Mana ge P ubl ic Re lat ion s
7.3 D eve lo p a nd Man ag e I nfo rm at ion Te chn ol og y
8. 2 Be nch m ark Pe rfo rm an ce
8.8 Ma na ge Co mp lia nc e an d L eg al sup po rt
6 .1 A cti vat e p ro duc t/s er vic e6 .2 Pr ov ide A cc oun t/P ro du ct
Mai nte na nc e6 .3 Pr ov ide b rok era ge /tr ad e se rv ice s6 .4 Pr ov ide P ort fol io Ma in ten an ce6 .5 Is sue F ina nc ial In stru m ent s6 .6 Pr ov ide S pec ial ist Se rv ice s6 .7 H an dle Ca sh D istr ib uti on6 .8 H an dle Mon ey tra ns mi ssio n6 .9 H an dle Cr ed it
s ettl em en t/d raw d ow n6 .1 0 H a ndl e b ad de bt6 .1 1 H a ndl e f rau d6 .1 2 P re par e a nd Man ag e
C on su ma ble s6 .1 3 H a ndl e L os t a nd St ole n I tem s
2 -A c qu ire an d Man ag e F un ds an d Tr eas ur y
2 .1 Ra ise Fu nd s 2 .2 Man age L iqu id ity
7.2 S et up an d Ma int ain In fra str uct ur e
8 .7 Man age R isk 8 .10 D ev elo p a nd Man ag e P roc es s D oc um en ta tio n
8 .6 S et u p an d Ma nag e Ser vic e L ev el Ag re em en ts (SL A s)
9 -Ma na ge Ch an ge9 .1 De ve lop
S olu ti on/ Bu sin es s C as e
9 .3 Man age
I mp le me nta tio n
9 .4 Tr ac k a nd Man age
E xc ep tio ns
9.2 P lan an d S ta rt
Pro je ct
9.5 C om pl ete an d
Re vie w
6 .14 H an dle C laim6 .15 A dm in ist er C u sto me r
D ocu m en tati on , S ecu ri ty, C olla te ral & Cu sto dy
6 .16 G en era te Cu sto m er St ate me nt s & re po rts
6 .17 Man ag e C om m iss io ns6 .18 A dm in ist er A ss et6 .19 T erm in at e cu st om er
ar ran ge me nt
6 .Pr od uc t a nd S erv ic e P ro ces sin g
2 .3 Ma na ge A sse t L iab ili ty Ma na ge me nt 2.4 Man ag e A L M Ri sk
8 .1 2 Mana ge D isa ste r R ec ov ery & C on tin ge ncy P lan ni ng
8. 5 De fin e & Ma nag e Ac co un tin g P ro ce dur es
7 .4 Man age P roc ur em en t
4.1 Id en tify P ros pe ct4.2 R egi ste r P ro spe ct 4.3 Es ta bli sh and Mai nta in
C ust om er Pr ofi le4.4 Man ag e c am pa ign s4.5 Mon ito r a nd m ana ge cu sto m er
pe rfo rm an ce
5 .1 Ma na ge Cu sto m er Inv ok ed Co m m5 .2 Ma na ge Co m pan y Dr ive n C om m
5 .3 D e fin e/A gr ee Cu st om er Fin an cia l Pl an
5 .4 D e ter mi ne Op tio ns5 .5 C o lle ct a pp lic ati on In for ma tio n5 .6 P ro vi de Qu ote /I llu stra tio n5 .7 A ss es s R isk5 .8 F in ali se an d A gr ee Ar ran ge m ent5 .9 Ma na ge Po rtf oli o H ol din gs5 .10 R evi ew pe rf orm a nce ag ai nst
cu sto me r p la n5 .11 Man ag e E nq uir y5 .12 Mod ify C ust om er D ata5 .13 H an dle cu sto m er com p lai nt o r
co mp lim en t
4 -E st ab lis h a nd D ev elo p Cu st om er R ela tio ns hip
3.1 A na ly se an d P rio rit ise Mark et s3.2 D ev el op Pr op osi tio n3.3 Ma na ge Pr opo sit io ns3.4 Man ag e B ra nd ing3.5 C rea te an d Ma na ge Ch an ne l
C o nte nt
3 - Ma n age Mar ke ts 5 - Se rv ice C us tom e r R el ati on shi p
7 -Ma nag e Re so urc es
8 -Mo nit or & Man ag e B usi ne ss Pe rfo rm an ce
8. 3 Ma na ge Fi nan ci al Pe rfo rm an ce
8 .4 Mana ge R egu la tor y R ep ort ing a nd Co nt rol s
7 .1 Man ag e H um a n R es ou rce s
8. 9 Ma na ge Se cu rity
1 -C re ate & Man ag e Bu sin es s S tra te gy
1.1 D ef ine B us ine ss Co nc ep ts & Org an isa tio na l S tra teg y
1. 3 D eve lop V is ion & St rat eg y (G oa ls & O b jec tiv es)
1. 2 D eve lo p We alth Man ag em en t Bu si nes s P la ns
1.4 Mo nit or Ex ter na l E nv iro nm en t
1.5 Mo ni tor , C on tro l & A dju st ( Go al s, P lan s & Pe rfo rm an ce)
8 .1 De ve lop an d Man ag e S co rec ar ds
8.1 1 Id en tif y Im pro ve me nt s
10 - Man age E xt ern al R ela tio ns hip s
1 0.1 B uil d & Ma nag e S er vi ce P rov id er/ Pa rtn er Re lati on sh ips
10. 2 Ma na ge St ak eho ld er Co mm u nic ati on s
10 .3 Mana ge P ubl ic Re lat ion s
7.3 D eve lo p a nd Man ag e I nfo rm at ion Te chn ol og y
8. 2 Be nch m ark Pe rfo rm an ce
8.8 Ma na ge Co mp lia nc e an d L eg al sup po rt
6 .1 A cti vat e p ro duc t/s er vic e6 .2 Pr ov ide A cc oun t/P ro du ct
Mai nte na nc e6 .3 Pr ov ide b rok era ge /tr ad e se rv ice s6 .4 Pr ov ide P ort fol io Ma in ten an ce6 .5 Is sue F ina nc ial In stru m ent s6 .6 Pr ov ide S pec ial ist Se rv ice s6 .7 H an dle Ca sh D istr ib uti on6 .8 H an dle Mon ey tra ns mi ssio n6 .9 H an dle Cr ed it
s ettl em en t/d raw d ow n6 .1 0 H a ndl e b ad de bt6 .1 1 H a ndl e f rau d6 .1 2 P re par e a nd Man ag e
C on su ma ble s6 .1 3 H a ndl e L os t a nd St ole n I tem s
2 -A c qu ire an d Man ag e F un ds an d Tr eas ur y
2 .1 Ra ise Fu nd s 2 .2 Man age L iqu id ity
7.2 S et up an d Ma int ain In fra str uct ur e
8 .7 Man age R isk 8 .10 D ev elo p a nd Man ag e P roc es s D oc um en ta tio n
8 .6 S et u p an d Ma nag e Ser vic e L ev el Ag re em en ts (SL A s)
9 -Ma na ge Ch an ge9 .1 De ve lop
S olu ti on/ Bu sin es s C as e
9 .3 Man age
I mp le me nta tio n
9 .4 Tr ac k a nd Man age
E xc ep tio ns
9.2 P lan an d S ta rt
Pro je ct
9.5 C om pl ete an d
Re vie w
6 .14 H an dle C laim6 .15 A dm in ist er C u sto me r
D ocu m en tati on , S ecu ri ty, C olla te ral & Cu sto dy
6 .16 G en era te Cu sto m er St ate me nt s & re po rts
6 .17 Man ag e C om m iss io ns6 .18 A dm in ist er A ss et6 .19 T erm in at e cu st om er
ar ran ge me nt
6 .Pr od uc t a nd S erv ic e P ro ces sin g
2 .3 Ma na ge A sse t L iab ili ty Ma na ge me nt 2.4 Man ag e A L M Ri sk
8 .1 2 Mana ge D isa ste r R ec ov ery & C on tin ge ncy P lan ni ng
8. 5 De fin e & Ma nag e Ac co un tin g P ro ce dur es
7 .4 Man age P roc ur em en t
IBM ’s Weal th Management proc ess m odel provides a fram ework for identi fy ing at whic h leve l o f the organis ation proces ses are c ar ried out
G lo b a l R e g io n a l L o c a l
Processes
4.1 Id en tify P ros pe ct4.2 R egi ste r P ro spe ct 4.3 Es ta bli sh and Mai nta in
C ust om er Pr ofi le4.4 Man ag e c am pa ign s4.5 Mon ito r a nd m ana ge cu sto m er
pe rfo rm an ce
5 .1 Ma na ge Cu sto m er Inv ok ed Co m m5 .2 Ma na ge Co m pan y Dr ive n C om m
5 .3 D e fin e/A gr ee Cu st om er Fin an cia l Pl an
5 .4 D e ter mi ne Op tio ns5 .5 C o lle ct a pp lic ati on In for ma tio n5 .6 P ro vi de Qu ote /I llu stra tio n5 .7 A ss es s R isk5 .8 F in ali se an d A gr ee Ar ran ge m ent5 .9 Ma na ge Po rtf oli o H ol din gs5 .10 R evi ew pe rf orm a nce ag ai nst
cu sto me r p la n5 .11 Man ag e E nq uir y5 .12 Mod ify C ust om er D ata5 .13 H an dle cu sto m er com p lai nt o r
co mp lim en t
4 -E st ab lis h a nd D ev elo p Cu st om er R ela tio ns hip
3.1 A na ly se an d P rio rit ise Mark et s3.2 D ev el op Pr op osi tio n3.3 Ma na ge Pr opo sit io ns3.4 Man ag e B ra nd ing3.5 C rea te an d Ma na ge Ch an ne l
C o nte nt
3 - Ma n age Mar ke ts 5 - Se rv ice C us tom e r R el ati on shi p
7 -Ma nag e Re so urc es
8 -Mo nit or & Man ag e B usi ne ss Pe rfo rm an ce
8. 3 Ma na ge Fi nan ci al Pe rfo rm an ce
8 .4 Mana ge R egu la tor y R ep ort ing a nd Co nt rol s
7 .1 Man ag e H um a n R es ou rce s
8. 9 Ma na ge Se cu rity
1 -C re ate & Man ag e Bu sin es s S tra te gy
1.1 D ef ine B us ine ss Co nc ep ts & Org an isa tio na l S tra teg y
1. 3 D eve lop V is ion & St rat eg y (G oa ls & O b jec tiv es)
1. 2 D eve lo p We alth Man ag em en t Bu si nes s P la ns
1.4 Mo nit or Ex ter na l E nv iro nm en t
1.5 Mo ni tor , C on tro l & A dju st ( Go al s, P lan s & Pe rfo rm an ce)
8 .1 De ve lop an d Man ag e S co rec ar ds
8.1 1 Id en tif y Im pro ve me nt s
10 - Man age E xt ern al R ela tio ns hip s
1 0.1 B uil d & Ma nag e S er vi ce P rov id er/ Pa rtn er Re lati on sh ips
10. 2 Ma na ge St ak eho ld er Co mm u nic ati on s
10 .3 Mana ge P ubl ic Re lat ion s
7.3 D eve lo p a nd Man ag e I nfo rm at ion Te chn ol og y
8. 2 Be nch m ark Pe rfo rm an ce
8.8 Ma na ge Co mp lia nc e an d L eg al sup po rt
6 .1 A cti vat e p ro duc t/s er vic e6 .2 Pr ov ide A cc oun t/P ro du ct
Mai nte na nc e6 .3 Pr ov ide b rok era ge /tr ad e se rv ice s6 .4 Pr ov ide P ort fol io Ma in ten an ce6 .5 Is sue F ina nc ial In stru m ent s6 .6 Pr ov ide S pec ial ist Se rv ice s6 .7 H an dle Ca sh D istr ib uti on6 .8 H an dle Mon ey tra ns mi ssio n6 .9 H an dle Cr ed it
s ettl em en t/d raw d ow n6 .1 0 H a ndl e b ad de bt6 .1 1 H a ndl e f rau d6 .1 2 P re par e a nd Man ag e
C on su ma ble s6 .1 3 H a ndl e L os t a nd St ole n I tem s
2 -A c qu ire an d Man ag e F un ds an d Tr eas ur y
2 .1 Ra ise Fu nd s 2 .2 Man age L iqu id ity
7.2 S et up an d Ma int ain In fra str uct ur e
8 .7 Man age R isk 8 .10 D ev elo p a nd Man ag e P roc es s D oc um en ta tio n
8 .6 S et u p an d Ma nag e Ser vic e L ev el Ag re em en ts (SL A s)
9 -Ma na ge Ch an ge9 .1 De ve lop
S olu ti on/ Bu sin es s C as e
9 .3 Man age
I mp le me nta tio n
9 .4 Tr ac k a nd Man age
E xc ep tio ns
9.2 P lan an d S ta rt
Pro je ct
9.5 C om pl ete an d
Re vie w
6 .14 H an dle C laim6 .15 A dm in ist er C u sto me r
D ocu m en tati on , S ecu ri ty, C olla te ral & Cu sto dy
6 .16 G en era te Cu sto m er St ate me nt s & re po rts
6 .17 Man ag e C om m iss io ns6 .18 A dm in ist er A ss et6 .19 T erm in at e cu st om er
ar ran ge me nt
6 .Pr od uc t a nd S erv ic e P ro ces sin g
2 .3 Ma na ge A sse t L iab ili ty Ma na ge me nt 2.4 Man ag e A L M Ri sk
8 .1 2 Mana ge D isa ste r R ec ov ery & C on tin ge ncy P lan ni ng
8. 5 De fin e & Ma nag e Ac co un tin g P ro ce dur es
7 .4 Man age P roc ur em en t
4.1 Id en tify P ros pe ct4.2 R egi ste r P ro spe ct 4.3 Es ta bli sh and Mai nta in
C ust om er Pr ofi le4.4 Man ag e c am pa ign s4.5 Mon ito r a nd m ana ge cu sto m er
pe rfo rm an ce
5 .1 Ma na ge Cu sto m er Inv ok ed Co m m5 .2 Ma na ge Co m pan y Dr ive n C om m
5 .3 D e fin e/A gr ee Cu st om er Fin an cia l Pl an
5 .4 D e ter mi ne Op tio ns5 .5 C o lle ct a pp lic ati on In for ma tio n5 .6 P ro vi de Qu ote /I llu stra tio n5 .7 A ss es s R isk5 .8 F in ali se an d A gr ee Ar ran ge m ent5 .9 Ma na ge Po rtf oli o H ol din gs5 .10 R evi ew pe rf orm a nce ag ai nst
cu sto me r p la n5 .11 Man ag e E nq uir y5 .12 Mod ify C ust om er D ata5 .13 H an dle cu sto m er com p lai nt o r
co mp lim en t
4 -E st ab lis h a nd D ev elo p Cu st om er R ela tio ns hip
3.1 A na ly se an d P rio rit ise Mark et s3.2 D ev el op Pr op osi tio n3.3 Ma na ge Pr opo sit io ns3.4 Man ag e B ra nd ing3.5 C rea te an d Ma na ge Ch an ne l
C o nte nt
3 - Ma n age Mar ke ts 5 - Se rv ice C us tom e r R el ati on shi p
7 -Ma nag e Re so urc es
8 -Mo nit or & Man ag e B usi ne ss Pe rfo rm an ce
8. 3 Ma na ge Fi nan ci al Pe rfo rm an ce
8 .4 Mana ge R egu la tor y R ep ort ing a nd Co nt rol s
7 .1 Man ag e H um a n R es ou rce s
8. 9 Ma na ge Se cu rity
1 -C re ate & Man ag e Bu sin es s S tra te gy
1.1 D ef ine B us ine ss Co nc ep ts & Org an isa tio na l S tra teg y
1. 3 D eve lop V is ion & St rat eg y (G oa ls & O b jec tiv es)
1. 2 D eve lo p We alth Man ag em en t Bu si nes s P la ns
1.4 Mo nit or Ex ter na l E nv iro nm en t
1.5 Mo ni tor , C on tro l & A dju st ( Go al s, P lan s & Pe rfo rm an ce)
8 .1 De ve lop an d Man ag e S co rec ar ds
8.1 1 Id en tif y Im pro ve me nt s
10 - Man age E xt ern al R ela tio ns hip s
1 0.1 B uil d & Ma nag e S er vi ce P rov id er/ Pa rtn er Re lati on sh ips
10. 2 Ma na ge St ak eho ld er Co mm u nic ati on s
10 .3 Mana ge P ubl ic Re lat ion s
7.3 D eve lo p a nd Man ag e I nfo rm at ion Te chn ol og y
8. 2 Be nch m ark Pe rfo rm an ce
8.8 Ma na ge Co mp lia nc e an d L eg al sup po rt
6 .1 A cti vat e p ro duc t/s er vic e6 .2 Pr ov ide A cc oun t/P ro du ct
Mai nte na nc e6 .3 Pr ov ide b rok era ge /tr ad e se rv ice s6 .4 Pr ov ide P ort fol io Ma in ten an ce6 .5 Is sue F ina nc ial In stru m ent s6 .6 Pr ov ide S pec ial ist Se rv ice s6 .7 H an dle Ca sh D istr ib uti on6 .8 H an dle Mon ey tra ns mi ssio n6 .9 H an dle Cr ed it
s ettl em en t/d raw d ow n6 .1 0 H a ndl e b ad de bt6 .1 1 H a ndl e f rau d6 .1 2 P re par e a nd Man ag e
C on su ma ble s6 .1 3 H a ndl e L os t a nd St ole n I tem s
2 -A c qu ire an d Man ag e F un ds an d Tr eas ur y
2 .1 Ra ise Fu nd s 2 .2 Man age L iqu id ity
7.2 S et up an d Ma int ain In fra str uct ur e
8 .7 Man age R isk 8 .10 D ev elo p a nd Man ag e P roc es s D oc um en ta tio n
8 .6 S et u p an d Ma nag e Ser vic e L ev el Ag re em en ts (SL A s)
9 -Ma na ge Ch an ge9 .1 De ve lop
S olu ti on/ Bu sin es s C as e
9 .3 Man age
I mp le me nta tio n
9 .4 Tr ac k a nd Man age
E xc ep tio ns
9.2 P lan an d S ta rt
Pro je ct
9.5 C om pl ete an d
Re vie w
6 .14 H an dle C laim6 .15 A dm in ist er C u sto me r
D ocu m en tati on , S ecu ri ty, C olla te ral & Cu sto dy
6 .16 G en era te Cu sto m er St ate me nt s & re po rts
6 .17 Man ag e C om m iss io ns6 .18 A dm in ist er A ss et6 .19 T erm in at e cu st om er
ar ran ge me nt
6 .Pr od uc t a nd S erv ic e P ro ces sin g
2 .3 Ma na ge A sse t L iab ili ty Ma na ge me nt 2.4 Man ag e A L M Ri sk
8 .1 2 Mana ge D isa ste r R ec ov ery & C on tin ge ncy P lan ni ng
8. 5 De fin e & Ma nag e Ac co un tin g P ro ce dur es
7 .4 Man age P roc ur em en t
IBM ’s Weal th Management proc ess m odel provides a fram ework for identi fy ing at whic h leve l o f the organis ation proces ses are c ar ried out
G lo b a l R e g io n a l L o c a l
Assets & Locations
People/Organization
Regi onal Servi cing
LocalRelat i onship Management
O v e ra ll c o mp a n y p e r fo r ma n c e
B u s in e s s S tr a te g y
S ta n d a rd P ro d u c t d e si g nC or p o r at e G o v e r na n c e
S e r v ic in g p e rf or ma n c e
S e r v ic in g c o stR eg u l at o r y c o n tr o ls
B 2 B re la t io n s h ip s
R e ve n u e p e r fo r ma n c e
In t ro d u c e r r el a ti on s h i p sC u s t o me r M a n a g e me n t
A g r e e d c o u n tr y v a ri at io n s
C o un t r y re g u l at o ry co n t r ol s
Gl obal Di re cti on & Oversight
Neth
erlan
ds
Fran
ce
Germ
any
Italy
Sing
apor
e
Braz
il
Miam
i
Gl ob al H Q
Neth
erlan
ds
Fran
ce
Germ
any
Italy
Sing
apor
e
Braz
il
Miam
i
Gl ob al H Q
People/Organization
Regi onal Servi cing
LocalRelat i onship Management
O v e ra ll c o mp a n y p e r fo r ma n c e
B u s in e s s S tr a te g y
S ta n d a rd P ro d u c t d e si g nC or p o r at e G o v e r na n c e
S e r v ic in g p e rf or ma n c e
S e r v ic in g c o stR eg u l at o r y c o n tr o ls
B 2 B re la t io n s h ip s
R e ve n u e p e r fo r ma n c e
In t ro d u c e r r el a ti on s h i p sC u s t o me r M a n a g e me n t
A g r e e d c o u n tr y v a ri at io n s
C o un t r y re g u l at o ry co n t r ol s
Gl obal Di re cti on & Oversight
Neth
erlan
ds
Fran
ce
Germ
any
Italy
Sing
apor
e
Braz
il
Miam
i
Gl ob al H Q
Neth
erlan
ds
Fran
ce
Germ
any
Italy
Sing
apor
e
Braz
il
Miam
i
Gl ob al H Q
Eu rope• Net herl ands• France• German y• It al y
Eu rope• Net herlands• France• Germany• It al y
S.E . Asia• Singapo re
S. E. Asi a• Singapo re
Americas• Mi ami• Brazil
Americas• Mi ami• Brazil
Eu rope• Net herl ands• France• German y• It al y
Eu rope• Net herlands• France• Germany• It al y
S.E . Asia• Singapo re
S. E. Asi a• Singapo re
Americas• Mi ami• Brazil
Americas• Mi ami• Brazil
Sourcing & Alliances
S tra teg y & Ins ig ht
O ffe rin g Sa les & Se rvi ce
Ris k & F in . Mg m t
Su pp or t se rvi ce s
P roc es si ng Ke y t o c ol o ur -c o d in g :
O rganisat ion O ther Group U nit s E xt ernal
Sal
es
&
Se
rvic
e
Str
ate
gy
& I
nsi
ght
Of
feri
ngR
isk
&
Fin
Mgm
tP
roc
ess
ing
Su
ppo
rt
Ser
vic
es
Ca m pa ignE xec uti on
M er ch antO pe rati on s
C ard -s pec ificP ro ce ssi ng In ve nto ry
M a nag em en t
P ro pos itio n D eve lop me nt
Sa les S er vic ingS ale s S erv icin g
XY Z
Ser vic e R ou tin g & T r. S erv ice Int erf ace
Sa les /Se rvi ce A dm in
R el’ shi pO ver -s igh t & M gm t
C us t. Sa les/ S erv . P lan nin g K ey A/ c s erv . pl an nin gCa se & E xc ep t. H dl g Se rv ice Ro uti ng & Tr. S erv ice Int erf ace
S al es/ Se rvic e Ad min
C ust . S ale s/ Se rv. Pla nn ing
C as e & E xc ept . H dl g
M ark et ing & B ran d M g mt
C am pa ign M gm t Pro du ct D e v.& D ep loy me nt Ch an nel De v & Ove rs igh t Pro du ct Op sP lan nin g & M gtDe al Str uct urin g
Pro du ct S er v.P lan nin g & M gt
Pro du ctD ire cto ry
M ktg & Bran dS trate gy
De al Str uct urin g
Ch an ne l O pe rat ion s
C ha nn el Op er atio ns
XX X
In -ho us e M ar ke tin g P ro du ct M g mt Ch an nel Mg mt O ps O ver sig ht
C oll ate ralH an dlin g
C red itAd mi nis trat ion
Ap pl ica tion & Re qu estP ro ces sin g
Tr ans ac tio nC ap tu reS er vic esTr ans ac tio n
C on so lid atio n
Au tho riz atio ns
Re wa rds Ad min ist rat ion
DD A/T DA A cc oun tin g
Le nd ing A cc oun tin g
Ca shIn ve nto ry
M ark etIn for ma tio n
C orre sp on de nce
D oc um en tMa na gem e nt& A rch ive
Bi lling &Pa ym ent s
C ust om erA cc ou ntin g & M a inte na nc e
Co lle cti ons& Re cov ery
F rau d/A MLD ete ct ion
A cc ou ntS er vice sO ve rsig ht
C ons oli dat edBo ok /Po sit ionM ain ten an ce
In ter -ba nkA cc ou ntMa na gem e nt
R eco nc ilia tio ns
Tre as ury & Se cur itie s E xe c. & C le arin g
C us tod y & ot her spe ci fic p roc ess ing
3rd Pa rty Pr odu ct
P ro ces sin g
S al es Fin an ce (F ac tor ing )
Tr ade fin an ce sp ec ific p roc es sin g
C as h M ana ge me nt
Ch eq ue P roc es sin g
S CA F Ad diti on al P ro ces sin g
B illi ng &P aym e nts
“C ore ” b an kin g Cr edi t S pe cia lis t
ZZ Z
Bu s S tra teg y&R eso ur ce Pl.Bu sin es s & ITA rch ite ctu re
Ma rke tR ese ar ch
Se gm en tAn aly sis & Pl.
A cq uis itio n & All ian ce Pl.
C on ta ct/Eve nt His to ry
C us tom erPr ofil e
Cu st. An aly sis& M od els
Fix ed As se t R eg iste r
Bu s. P ol icie s & P roc ed ure s
A ud it/L ega l/C om pli anc e
Cre di t Po lic y & Pla nn ing
A ss et &L iab ility P olic y
& P la nn ingRi sk /Po rtfo lioM an age me nt
B an k T rea su ry
A cco un tingGe ner alLe dg er
F in. Co ntr ol,Co ns . & Re p.
Fi nan cePo lic ies A udi t/L ega l/C om pli anc e
A /c p aya ble / rece iva ble
Fa cili tiesO pe rat ion &M ain ten an ce
Sys tem s De v. & O pe ra tion s
He lp De sk S erv ice s
BU A dm in & T ra cki ng
Co mm s & E xt .Re lati on s
P roc ure me ntB uy O n De ma nd S erv ice
P roc ur em en t
S trat egic S our cing H ROp s (P ay roll,
ad min )L& D c ont ent & pro visi on
H RTal ent stra teg yL& D s trat egye tc
AD &M , In fras tru ctu re (h ost ing , c omm s)
U n s t a ff ed S t a ff e d
A T M In te rn etM o bi leD ev ic es F axE mai lM a ilKi os k F u tu re
Co n ta ctC en tr e
D ir e ctS al es F or ce
Ag e nt /B ro ke r/3 rd pa rt y B ra nc h
O rganisat ion O ther Group U nit s E xt ernal
Sal
es
&
Se
rvic
e
Str
ate
gy
& I
nsi
ght
Of
feri
ngR
isk
&
Fin
Mgm
tP
roc
ess
ing
Su
ppo
rt
Ser
vic
es
Ca m pa ignE xec uti on
M er ch antO pe rati on s
C ard -s pec ificP ro ce ssi ng In ve nto ry
M a nag em en t
P ro pos itio n D eve lop me nt
Sa les S er vic ingS ale s S erv icin g
XY Z
Ser vic e R ou tin g & T r. S erv ice Int erf ace
Sa les /Se rvi ce A dm in
R el’ shi pO ver -s igh t & M gm t
C us t. Sa les/ S erv . P lan nin g K ey A/ c s erv . pl an nin gCa se & E xc ep t. H dl g Se rv ice Ro uti ng & Tr. S erv ice Int erf ace
S al es/ Se rvic e Ad min
C ust . S ale s/ Se rv. Pla nn ing
C as e & E xc ept . H dl g
M ark et ing & B ran d M g mt
C am pa ign M gm t Pro du ct D e v.& D ep loy me nt Ch an nel De v & Ove rs igh t Pro du ct Op sP lan nin g & M gtDe al Str uct urin g
Pro du ct S er v.P lan nin g & M gt
Pro du ctD ire cto ry
M ktg & Bran dS trate gy
De al Str uct urin g
Ch an ne l O pe rat ion s
C ha nn el Op er atio ns
XX X
In -ho us e M ar ke tin g P ro du ct M g mt Ch an nel Mg mt O ps O ver sig ht
C oll ate ralH an dlin g
C red itAd mi nis trat ion
Ap pl ica tion & Re qu estP ro ces sin g
Tr ans ac tio nC ap tu reS er vic esTr ans ac tio n
C on so lid atio n
Au tho riz atio ns
Re wa rds Ad min ist rat ion
DD A/T DA A cc oun tin g
Le nd ing A cc oun tin g
Ca shIn ve nto ry
M ark etIn for ma tio n
C orre sp on de nce
D oc um en tMa na gem e nt& A rch ive
Bi lling &Pa ym ent s
C ust om erA cc ou ntin g & M a inte na nc e
Co lle cti ons& Re cov ery
F rau d/A MLD ete ct ion
A cc ou ntS er vice sO ve rsig ht
C ons oli dat edBo ok /Po sit ionM ain ten an ce
In ter -ba nkA cc ou ntMa na gem e nt
R eco nc ilia tio ns
Tre as ury & Se cur itie s E xe c. & C le arin g
C us tod y & ot her spe ci fic p roc ess ing
3rd Pa rty Pr odu ct
P ro ces sin g
S al es Fin an ce (F ac tor ing )
Tr ade fin an ce sp ec ific p roc es sin g
C as h M ana ge me nt
Ch eq ue P roc es sin g
S CA F Ad diti on al P ro ces sin g
B illi ng &P aym e nts
“C ore ” b an kin g Cr edi t S pe cia lis t
ZZ Z
Bu s S tra teg y&R eso ur ce Pl.Bu sin es s & ITA rch ite ctu re
Ma rke tR ese ar ch
Se gm en tAn aly sis & Pl.
A cq uis itio n & All ian ce Pl.
C on ta ct/Eve nt His to ry
C us tom erPr ofil e
Cu st. An aly sis& M od els
Fix ed As se t R eg iste r
Bu s. P ol icie s & P roc ed ure s
A ud it/L ega l/C om pli anc e
Cre di t Po lic y & Pla nn ing
A ss et &L iab ility P olic y
& P la nn ingRi sk /Po rtfo lioM an age me nt
B an k T rea su ry
A cco un tingGe ner alLe dg er
F in. Co ntr ol,Co ns . & Re p.
Fi nan cePo lic ies A udi t/L ega l/C om pli anc e
A /c p aya ble / rece iva ble
Fa cili tiesO pe rat ion &M ain ten an ce
Sys tem s De v. & O pe ra tion s
He lp De sk S erv ice s
BU A dm in & T ra cki ng
Co mm s & E xt .Re lati on s
P roc ure me ntB uy O n De ma nd S erv ice
P roc ur em en t
S trat egic S our cing H ROp s (P ay roll,
ad min )L& D c ont ent & pro visi on
H RTal ent stra teg yL& D s trat egye tc
AD &M , In fras tru ctu re (h ost ing , c omm s)
U n s t a ff ed S t a ff e d
A T M In te rn etM o bi leD ev ic es F axE mai lM a ilKi os k F u tu re
Co n ta ctC en tr e
D ir e ctS al es F or ce
Ag e nt /B ro ke r/3 rd pa rt y B ra nc h
Co n ta ctC en tr e
D ir e ctS al es F or ce
Ag e nt /B ro ke r/3 rd pa rt y B ra nc h
A v a il ab i li ty o f e x t e rn a l s o u rc i n g o p ti o n s w i ll v a ry fr o m c o u n t ry to co u n t ry a n d n e e d s to b e a d a p te d ac c o r d in g ly
Sourcing & Alliances
S tra teg y & Ins ig ht
O ffe rin g Sa les & Se rvi ce
Ris k & F in . Mg m t
Su pp or t se rvi ce s
P roc es si ng Ke y t o c ol o ur -c o d in g :
O rganisat ion O ther Group U nit s E xt ernal
Sal
es
&
Se
rvic
e
Str
ate
gy
& I
nsi
ght
Of
feri
ngR
isk
&
Fin
Mgm
tP
roc
ess
ing
Su
ppo
rt
Ser
vic
es
Ca m pa ignE xec uti on
M er ch antO pe rati on s
C ard -s pec ificP ro ce ssi ng In ve nto ry
M a nag em en t
P ro pos itio n D eve lop me nt
Sa les S er vic ingS ale s S erv icin g
XY Z
Ser vic e R ou tin g & T r. S erv ice Int erf ace
Sa les /Se rvi ce A dm in
R el’ shi pO ver -s igh t & M gm t
C us t. Sa les/ S erv . P lan nin g K ey A/ c s erv . pl an nin gCa se & E xc ep t. H dl g Se rv ice Ro uti ng & Tr. S erv ice Int erf ace
S al es/ Se rvic e Ad min
C ust . S ale s/ Se rv. Pla nn ing
C as e & E xc ept . H dl g
M ark et ing & B ran d M g mt
C am pa ign M gm t Pro du ct D e v.& D ep loy me nt Ch an nel De v & Ove rs igh t Pro du ct Op sP lan nin g & M gtDe al Str uct urin g
Pro du ct S er v.P lan nin g & M gt
Pro du ctD ire cto ry
M ktg & Bran dS trate gy
De al Str uct urin g
Ch an ne l O pe rat ion s
C ha nn el Op er atio ns
XX X
In -ho us e M ar ke tin g P ro du ct M g mt Ch an nel Mg mt O ps O ver sig ht
C oll ate ralH an dlin g
C red itAd mi nis trat ion
Ap pl ica tion & Re qu estP ro ces sin g
Tr ans ac tio nC ap tu reS er vic esTr ans ac tio n
C on so lid atio n
Au tho riz atio ns
Re wa rds Ad min ist rat ion
DD A/T DA A cc oun tin g
Le nd ing A cc oun tin g
Ca shIn ve nto ry
M ark etIn for ma tio n
C orre sp on de nce
D oc um en tMa na gem e nt& A rch ive
Bi lling &Pa ym ent s
C ust om erA cc ou ntin g & M a inte na nc e
Co lle cti ons& Re cov ery
F rau d/A MLD ete ct ion
A cc ou ntS er vice sO ve rsig ht
C ons oli dat edBo ok /Po sit ionM ain ten an ce
In ter -ba nkA cc ou ntMa na gem e nt
R eco nc ilia tio ns
Tre as ury & Se cur itie s E xe c. & C le arin g
C us tod y & ot her spe ci fic p roc ess ing
3rd Pa rty Pr odu ct
P ro ces sin g
S al es Fin an ce (F ac tor ing )
Tr ade fin an ce sp ec ific p roc es sin g
C as h M ana ge me nt
Ch eq ue P roc es sin g
S CA F Ad diti on al P ro ces sin g
B illi ng &P aym e nts
“C ore ” b an kin g Cr edi t S pe cia lis t
ZZ Z
Bu s S tra teg y&R eso ur ce Pl.Bu sin es s & ITA rch ite ctu re
Ma rke tR ese ar ch
Se gm en tAn aly sis & Pl.
A cq uis itio n & All ian ce Pl.
C on ta ct/Eve nt His to ry
C us tom erPr ofil e
Cu st. An aly sis& M od els
Fix ed As se t R eg iste r
Bu s. P ol icie s & P roc ed ure s
A ud it/L ega l/C om pli anc e
Cre di t Po lic y & Pla nn ing
A ss et &L iab ility P olic y
& P la nn ingRi sk /Po rtfo lioM an age me nt
B an k T rea su ry
A cco un tingGe ner alLe dg er
F in. Co ntr ol,Co ns . & Re p.
Fi nan cePo lic ies A udi t/L ega l/C om pli anc e
A /c p aya ble / rece iva ble
Fa cili tiesO pe rat ion &M ain ten an ce
Sys tem s De v. & O pe ra tion s
He lp De sk S erv ice s
BU A dm in & T ra cki ng
Co mm s & E xt .Re lati on s
P roc ure me ntB uy O n De ma nd S erv ice
P roc ur em en t
S trat egic S our cing H ROp s (P ay roll,
ad min )L& D c ont ent & pro visi on
H RTal ent stra teg yL& D s trat egye tc
AD &M , In fras tru ctu re (h ost ing , c omm s)
U n s t a ff ed S t a ff e d
A T M In te rn etM o bi leD ev ic es F axE mai lM a ilKi os k F u tu re
Co n ta ctC en tr e
D ir e ctS al es F or ce
Ag e nt /B ro ke r/3 rd pa rt y B ra nc h
O rganisat ion O ther Group U nit s E xt ernal
Sal
es
&
Se
rvic
e
Str
ate
gy
& I
nsi
ght
Of
feri
ngR
isk
&
Fin
Mgm
tP
roc
ess
ing
Su
ppo
rt
Ser
vic
es
Ca m pa ignE xec uti on
M er ch antO pe rati on s
C ard -s pec ificP ro ce ssi ng In ve nto ry
M a nag em en t
P ro pos itio n D eve lop me nt
Sa les S er vic ingS ale s S erv icin g
XY Z
Ser vic e R ou tin g & T r. S erv ice Int erf ace
Sa les /Se rvi ce A dm in
R el’ shi pO ver -s igh t & M gm t
C us t. Sa les/ S erv . P lan nin g K ey A/ c s erv . pl an nin gCa se & E xc ep t. H dl g Se rv ice Ro uti ng & Tr. S erv ice Int erf ace
S al es/ Se rvic e Ad min
C ust . S ale s/ Se rv. Pla nn ing
C as e & E xc ept . H dl g
M ark et ing & B ran d M g mt
C am pa ign M gm t Pro du ct D e v.& D ep loy me nt Ch an nel De v & Ove rs igh t Pro du ct Op sP lan nin g & M gtDe al Str uct urin g
Pro du ct S er v.P lan nin g & M gt
Pro du ctD ire cto ry
M ktg & Bran dS trate gy
De al Str uct urin g
Ch an ne l O pe rat ion s
C ha nn el Op er atio ns
XX X
In -ho us e M ar ke tin g P ro du ct M g mt Ch an nel Mg mt O ps O ver sig ht
C oll ate ralH an dlin g
C red itAd mi nis trat ion
Ap pl ica tion & Re qu estP ro ces sin g
Tr ans ac tio nC ap tu reS er vic esTr ans ac tio n
C on so lid atio n
Au tho riz atio ns
Re wa rds Ad min ist rat ion
DD A/T DA A cc oun tin g
Le nd ing A cc oun tin g
Ca shIn ve nto ry
M ark etIn for ma tio n
C orre sp on de nce
D oc um en tMa na gem e nt& A rch ive
Bi lling &Pa ym ent s
C ust om erA cc ou ntin g & M a inte na nc e
Co lle cti ons& Re cov ery
F rau d/A MLD ete ct ion
A cc ou ntS er vice sO ve rsig ht
C ons oli dat edBo ok /Po sit ionM ain ten an ce
In ter -ba nkA cc ou ntMa na gem e nt
R eco nc ilia tio ns
Tre as ury & Se cur itie s E xe c. & C le arin g
C us tod y & ot her spe ci fic p roc ess ing
3rd Pa rty Pr odu ct
P ro ces sin g
S al es Fin an ce (F ac tor ing )
Tr ade fin an ce sp ec ific p roc es sin g
C as h M ana ge me nt
Ch eq ue P roc es sin g
S CA F Ad diti on al P ro ces sin g
B illi ng &P aym e nts
“C ore ” b an kin g Cr edi t S pe cia lis t
ZZ Z
Bu s S tra teg y&R eso ur ce Pl.Bu sin es s & ITA rch ite ctu re
Ma rke tR ese ar ch
Se gm en tAn aly sis & Pl.
A cq uis itio n & All ian ce Pl.
C on ta ct/Eve nt His to ry
C us tom erPr ofil e
Cu st. An aly sis& M od els
Fix ed As se t R eg iste r
Bu s. P ol icie s & P roc ed ure s
A ud it/L ega l/C om pli anc e
Cre di t Po lic y & Pla nn ing
A ss et &L iab ility P olic y
& P la nn ingRi sk /Po rtfo lioM an age me nt
B an k T rea su ry
A cco un tingGe ner alLe dg er
F in. Co ntr ol,Co ns . & Re p.
Fi nan cePo lic ies A udi t/L ega l/C om pli anc e
A /c p aya ble / rece iva ble
Fa cili tiesO pe rat ion &M ain ten an ce
Sys tem s De v. & O pe ra tion s
He lp De sk S erv ice s
BU A dm in & T ra cki ng
Co mm s & E xt .Re lati on s
P roc ure me ntB uy O n De ma nd S erv ice
P roc ur em en t
S trat egic S our cing H ROp s (P ay roll,
ad min )L& D c ont ent & pro visi on
H RTal ent stra teg yL& D s trat egye tc
AD &M , In fras tru ctu re (h ost ing , c omm s)
U n s t a ff ed S t a ff e d
A T M In te rn etM o bi leD ev ic es F axE mai lM a ilKi os k F u tu re
Co n ta ctC en tr e
D ir e ctS al es F or ce
Ag e nt /B ro ke r/3 rd pa rt y B ra nc h
Co n ta ctC en tr e
D ir e ctS al es F or ce
Ag e nt /B ro ke r/3 rd pa rt y B ra nc h
A v a il ab i li ty o f e x t e rn a l s o u rc i n g o p ti o n s w i ll v a ry fr o m c o u n t ry to co u n t ry a n d n e e d s to b e a d a p te d ac c o r d in g ly
• Own s visi on, dir ect, int egrat ion, over all resul ts
• Leads change
• F ull- t im e• T rai ns and coaches B lack Belt s
• P rovi des t echnical supp ort t o Execut ive, D eploym ent Cham pion, S ponsors and O wner s
• A ssist Yel low Bel t t r aini ng
• Ful l- ti me• Run pr oject s• Faci lit ate s pr oblem
solvi ng • Tr ains and coaches
pr oject t eams
• Ful l- ti me• Set s di rect ion • Cr eat es and
m anages busin ess depl oym ent pl an
• S upport s B lack B elt s and Pro ject S ponsors
• S ustai ns and lever ages gai ns • S omet im es i s also t he Sponsor
D eplo ymentCh ampi on
P roj ectSpo nsors Mast er Bl ack
Bel t s
Process Ow ner
Exe cu ti ve/D ept Lead ershi p
Black Bel t s
• U nderstan d and f ocus act ivi ty on d eli veri ng visi on
Y ell ow Bel ts• P roj ect C ontr ibut or s
• P art t im e on pr oje ct s
• P rovi de pr ocess exper t ise ( SM Es)• P roj ect owner
• O versees sol uti on hando ver
• C hair s G ates• H elps BB br eak do wn bar r ier s
Benef it O wn ers
• Cr eat es cle ar benef it def ini tio n st atem ents
• Agr ees ho w benef it s wi ll be cal cul ated and m easured t hroughout and af ter pr oject com plet ion
• Own s visi on, dir ect, int egrat ion, over all resul ts
• Leads change
• F ull- t im e• T rai ns and coaches B lack Belt s
• P rovi des t echnical supp ort t o Execut ive, D eploym ent Cham pion, S ponsors and O wner s
• A ssist Yel low Bel t t r aini ng
• Ful l- ti me• Run pr oject s• Faci lit ate s pr oblem
solvi ng • Tr ains and coaches
pr oject t eams
• Ful l- ti me• Set s di rect ion • Cr eat es and
m anages busin ess depl oym ent pl an
• S upport s B lack B elt s and Pro ject S ponsors
• S ustai ns and lever ages gai ns • S omet im es i s also t he Sponsor
D eplo ymentCh ampi on
P roj ectSpo nsors Mast er Bl ack
Bel t s
Process Ow ner
Exe cu ti ve/D ept Lead ershi p
Exe cu ti ve/D ept Lead ershi p
Black Bel t sBlack Bel t s
• U nderstan d and f ocus act ivi ty on d eli veri ng visi on
Y ell ow Bel tsY ell ow Bel ts• P roj ect C ontr ibut or s
• P art t im e on pr oje ct s
• P rovi de pr ocess exper t ise ( SM Es)• P roj ect owner
• O versees sol uti on hando ver
• C hair s G ates• H elps BB br eak do wn bar r ier s
Benef it O wn ersBenef it O wn ers
• Cr eat es cle ar benef it def ini tio n st atem ents
• Agr ees ho w benef it s wi ll be cal cul ated and m easured t hroughout and af ter pr oject com plet ion
Governance• Own s visi on, dir ect,
int egrat ion, over all resul ts
• Leads change
• F ull- t im e• T rai ns and coaches B lack Belt s
• P rovi des t echnical supp ort t o Execut ive, D eploym ent Cham pion, S ponsors and O wner s
• A ssist Yel low Bel t t r aini ng
• Ful l- ti me• Run pr oject s• Faci lit ate s pr oblem
solvi ng • Tr ains and coaches
pr oject t eams
• Ful l- ti me• Set s di rect ion • Cr eat es and
m anages busin ess depl oym ent pl an
• S upport s B lack B elt s and Pro ject S ponsors
• S ustai ns and lever ages gai ns • S omet im es i s also t he Sponsor
D eplo ymentCh ampi on
P roj ectSpo nsors Mast er Bl ack
Bel t s
Process Ow ner
Exe cu ti ve/D ept Lead ershi p
Black Bel t s
• U nderstan d and f ocus act ivi ty on d eli veri ng visi on
Y ell ow Bel ts• P roj ect C ontr ibut or s
• P art t im e on pr oje ct s
• P rovi de pr ocess exper t ise ( SM Es)• P roj ect owner
• O versees sol uti on hando ver
• C hair s G ates• H elps BB br eak do wn bar r ier s
Benef it O wn ers
• Cr eat es cle ar benef it def ini tio n st atem ents
• Agr ees ho w benef it s wi ll be cal cul ated and m easured t hroughout and af ter pr oject com plet ion
• Own s visi on, dir ect, int egrat ion, over all resul ts
• Leads change
• F ull- t im e• T rai ns and coaches B lack Belt s
• P rovi des t echnical supp ort t o Execut ive, D eploym ent Cham pion, S ponsors and O wner s
• A ssist Yel low Bel t t r aini ng
• Ful l- ti me• Run pr oject s• Faci lit ate s pr oblem
solvi ng • Tr ains and coaches
pr oject t eams
• Ful l- ti me• Set s di rect ion • Cr eat es and
m anages busin ess depl oym ent pl an
• S upport s B lack B elt s and Pro ject S ponsors
• S ustai ns and lever ages gai ns • S omet im es i s also t he Sponsor
D eplo ymentCh ampi on
P roj ectSpo nsors Mast er Bl ack
Bel t s
Process Ow ner
Exe cu ti ve/D ept Lead ershi p
Exe cu ti ve/D ept Lead ershi p
Black Bel t sBlack Bel t s
• U nderstan d and f ocus act ivi ty on d eli veri ng visi on
Y ell ow Bel tsY ell ow Bel ts• P roj ect C ontr ibut or s
• P art t im e on pr oje ct s
• P rovi de pr ocess exper t ise ( SM Es)• P roj ect owner
• O versees sol uti on hando ver
• C hair s G ates• H elps BB br eak do wn bar r ier s
Benef it O wn ersBenef it O wn ers
• Cr eat es cle ar benef it def ini tio n st atem ents
• Agr ees ho w benef it s wi ll be cal cul ated and m easured t hroughout and af ter pr oject com plet ion
Governance Performance Mgmt
Finan cial Custom er
Peo ple Interna l
Shareholder ValueReturn on c apital perform edProfi t Before In teres t and TaxBusiness transformation return
Employee s atisfac tionFeedback on LeadershipSki l ls and training developm entCross-func tional teaming
Cus tomer satisfactionCus tomer facing process effectivenessRenewal / se ll -on performanc eIssue and com plain ts not reso lved
Bus ines s and produc t innov ationPerform ance of s uppl iers against SLAsBus ines s and Program me G overnanceIT effectiv enes s and availabi li ty
Finan cial Custom er
Peo ple Interna l
Shareholder ValueReturn on c apital perform edProfi t Before In teres t and TaxBusiness transformation return
Employee s atisfac tionFeedback on LeadershipSki l ls and training developm entCross-func tional teaming
Cus tomer satisfactionCus tomer facing process effectivenessRenewal / se ll -on performanc eIssue and com plain ts not reso lved
Bus ines s and produc t innov ationPerform ance of s uppl iers against SLAsBus ines s and Program me G overnanceIT effectiv enes s and availabi li ty
Mea sured via a bal anced scoreca rd
Performance Mgmt
Finan cial Custom er
Peo ple Interna l
Shareholder ValueReturn on c apital perform edProfi t Before In teres t and TaxBusiness transformation return
Employee s atisfac tionFeedback on LeadershipSki l ls and training developm entCross-func tional teaming
Cus tomer satisfactionCus tomer facing process effectivenessRenewal / se ll -on performanc eIssue and com plain ts not reso lved
Bus ines s and produc t innov ationPerform ance of s uppl iers against SLAsBus ines s and Program me G overnanceIT effectiv enes s and availabi li ty
Finan cial Custom er
Peo ple Interna l
Shareholder ValueReturn on c apital perform edProfi t Before In teres t and TaxBusiness transformation return
Employee s atisfac tionFeedback on LeadershipSki l ls and training developm entCross-func tional teaming
Cus tomer satisfactionCus tomer facing process effectivenessRenewal / se ll -on performanc eIssue and com plain ts not reso lved
Bus ines s and produc t innov ationPerform ance of s uppl iers against SLAsBus ines s and Program me G overnanceIT effectiv enes s and availabi li ty
Mea sured via a bal anced scoreca rd
Cust. Value PropositionCust. Value Proposition
P a ge 2 8
S -B 00 72
Busi ness ( I llu strati ve V alue Based Segmentat io n)
Personal ( Il lust rati ve combine d val ue and demograp hic segment at ion)
S ma l l M e d iu m L a r g e M u lt in a t io n a l
Y o u th / Y o u n g A d u l ts M as s M a r k e t M i d d le M a r k e t A f fl u e nt S en io r s
I n ve s tm e nt B a n ki n g
N a me s
I n du s t ry P r o po s it io n s – e .g . A g ri cu l tu re , M in i n g , R e ta i le rs , S up p l y C h ai n , P a r as ta t a ls ,
N o n- g o ve r n me nt a l ( lo c a l a t b o tt om e n d a n d In te r na t io n a l a t to p e n d ), e tc .
In t er n at io n a l
P ro f e ss io n a ls
S ta rt -u p s G ro w t h / E xp a n s io n
Ch i ld re n
Y o u th / T e e n ag e r s
S t u d en t s
A g e i s N O T a m ea n in g fu l c ri te r ia in th e a g e 2 2- 6 0/ 6 5 to de t e rmi ne fu tu r e v al u e, n e e d, e tc .
We al th P r e se r va t io n
A si a n F am ily B u s i ne s s
G e n de r b a se d – e. g . W o me n ? R el ig io u s – e . g. Is l am ic ? O th e r L if e S ty le / C h o ic e O p t io ns – e .g . Ex p a tr ia te s , G a y, e tc .
“L o w V a lu e ”
S t a n da r d
L oc a l B u si ne s s
P r es t ig e P re mi e r
H N WI
P ri v at e B a nk i ng
Y o u n g A c h ie ve r s
W ea l th B u i ld e rs
F a mi ly
C a p ita l In t en s iv e
F I’s
S egmen t spe ci fi c Cu st omer Val ue P ropo sit i ons
N ot e:
•S m a ll E n te rp ris e s a re a r et ail (n o t C o rp or at e) se gm e n t•D e m og ra ph ic S e gm e nt at io n ( e. g. Y ou th a nd S e ni or s / We al th P re se rv at ion ) at th e tw o ex tr em e e nd s o f t he s pe ct ru m m ay b e co m bi ne d w ith v al ue b as ed c ri ter ia a pp lie d in th e “m id d le of th e d em o gr ap hi c ra ng e”•P r op os iti on s m ay h av e re le va nc e a cr os s se gm e nt s (e .g . r eli gi ou s gr ou pi ng s) , bu t lim it s, s erv ic es , etc w il l b e un iq ue t o ea ch s eg m e nt ( th us m a y
n ee d to b e se t u p a s se pa ra te p ro po si tio n s f or e ac h se gm e n t)
K e y s:
P ro p o s it io n sS e g me n ts
Target Operating Model
IT Infrastructure ModelIT Application ModelIT Services Model
I BM C o n fid en ti al | 2 -A u g- 053 7
I BM B usin ess C onsul ti ng S er vi ces
© C op y rig ht IB M C o rp o ra tio n 20 0 4
Linking business and technology (2): On demand Solution Architecture View –D etail View
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E n t e rp r is e S e r v ic e B u s
A u to n o m ic S e r vi c es
U ti li ty B u si n e ss Se r v ic e s
R e s ou r c e V ir t u al iz a t io n S e r v ic e s
B u s in e s s
F u n c ti o n
S e r v ic e s
B u s in e s s
P r o c e s s
C h o re o g r a p h y S e r v ic e s
C o mm o n
S e rv i c e s
U s e r
A c c e s s
S e r v ic e s
B us in e s s C o nn e c tio n s
A va i lab il it y Se r vi ce s
S e c ur ity S e rv ic e s
B ill in gR at in gMet e rin g S er vi ce s
S e rv er S t or ag e R e so u rc e Map p in gN e tw o r k
C h o re og r ap h y
Pe r so n al iz at io n
R e p or ti ng
C u st om A pp li ca ti on s
Pa c ka g ed A pp li ca ti on s
A d a pt at io n
B us in e ss Ru l es
I n te ra c tio nA cq u ire d S er vi ce s
Se r v ic e L e v e l A u to m at io n a nd Or ch e s tr a ti o n
Wo rk lo a d S e rv ic es
C on f ig ur a tio n S e rv i ce s
U s e r
I n t er a c t io n
S e r v ic e s
Co ll ab o ra ti o n
P re se n ta ti onC o nn e ct iv it y
I n fo r m a ti o n
Ma n a g e me n t
Se r v i ce s
In fo rma ti on A cc es s
In fo rma ti on In te g ra tio n
A p p li ca t i on S e r v ic e s
B u s i n e ss
S e r v i ce s
B u si n es s
P e rfo r ma nc e Ma n ag e men t
P e er in g Se tt le me nt
I n fr a s tr u c t u re S e r v ic e s
An a lyt ic s
In f or ma tio n
M e d ia tio n , M e s s ag in g , E v e nt s
P ro b le m Man a g eme n t
… … … ……
…
…
…
…
Me ta d at a
D a ta Pl a ce me nt
B u si ne s s
Se r vi ce
B u si ne s s
Se r vi ce
B u si ne s sSe r vi ce
B u si ne s sSe r vi ce
C h an n e ls
Cl ie n t c h an n e ls S ta f f ch a n n e ls 3 r d P a rt y c h a n ne l s
C h an n e ls
Cl ie n t c h an n e ls S ta f f ch a n n e ls 3 r d P a rt y c h a n ne l s
A cc e s s L a y erA c c e s s L ay e r
A u th e n ti c at io nA ut h e n ti ca t io n
In t e gr a ti o n L a y er
B us i n es s A p p l ic a tio n s
Analytics
C o mmo n S e r vi c es
B u s in e s sM o n it o ri ng
B u s in e s s
M o n ito r in g
D o c u me n t
M an a g e me n t
D o cu m e nt
M a n a g em en t
C o nt e n t
M a n a g e me n t
C o n t e nt
M a n a ge m en t
E x t e rn a l D at a P ro v id e r s
E x te r n al D a t a
P ro v id e r s
C h a r g in g E n g i ne
C h a rg i n g
E n g in e
P er s o n al is a ti o nP e r so n a li s a tio nA c c e s s
C on t ro l
A c c e ss
C o n t ro l
C o n t e nt
D el iv e ry
C o n te n t
D e l iv e ry
C o n te n t
F o rm a tt in g
C o n te n t
F o rm at ti n g
P r o c es s I n te g ra t io n ( Wo r kf lo w )P r o ce s s I nt e g ra ti o n ( Wo rk f lo w )
T r a n sa c ti o n I nt e g ra ti o n (O rc h e st r at io n )T r an s a c ti on In t eg r a tio n (O r c he s t ra ti o n )
R e t a il
C o re
R e ta i l
C o r e
P a ym en t sPa y me n t s
C or p o ra t e
C o r e
C o r p o ra te
C o r e
C a s hC a s h
T r a d eT r ad e T re a s u ryT re a s u ry
In te g r at e d C u s to me r
C u s to m er V i e wC u s to me r V i ew
I n fo r ma ti o n In t eg r a ti on (T r an s f o rma t io n , A g g re g a ti on , E n r ic h me n t)I nf o rm at io n In te g ra t io n ( T ra n s fo r ma ti o n , A g g r e ga t io n , E n ri ch m en t )
A p p l ic a ti on In t eg r a tio n (I nd u s t ry /O p e n s t an d a r d s b as e d )A p p li c at io n I n te g ra t io n ( In d u s tr y /O p e n s ta n d a rd s b a s e d )
E x t er n a l P r o c es s
P r o vi d er s
E x te r n al P r o ce s s P ro v id e r s
R e p o rt in gR e p or t in g
C u s to me r
C o n ta c t
C u st o me r
C on t a ct
R e la t io n s h ip
M a n a g em e n t
R e la ti o n sh i p
M a n a ge m en t
C ol la b o ra t io nC o l la b o ra ti o n
R i s k
M a na g e me n t
R i sk
M a n a g e me n t
G e n e ra l
Le d g e r
G e n e ra l
L e d g e r
O pe r a tio n s & S u p p or t
D e b t
M a na g e me n t
D e b t
M a n a g e me n t
A va i la b il ityA v a il a bi li tyI de n t it y
M a n a g e me n t
Id e n ti tyM a n a g em en t
D ir ec t o ry
M an a g e me n t
D i re c to r yM a n a g e me n t
C o n f ig u r at io n
M a n ag e me n t
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§ Assess the business drivers & strategic direction§ Identify and translate to Organization Design Principles § Assess high-level workflow activities
Define Design Principles
Define High-Level
Design
Define Unit LevelDesign
Define Organizational
artifacts§ Define all organizational aritifactsin Oracle e-Business suite
§ Develop high-level organization design options§ Evaluate organization design options§ Assess design options against Design Principles
§ Develop unit-level “to be”structure§ Prepare unit and people role descriptions§ Identify required skills, behaviors, job definitions and performance measures§ Develop cross-reference of organizational roles and business processes
A
B
C
D
§ Assess the business drivers & strategic direction§ Identify and translate to Organization Design Principles § Assess high-level workflow activities
Define Design Principles
Define High-Level
Design
Define Unit LevelDesign
Define Organizational
artifacts§ Define all organizational aritifactsin Oracle e-Business suite
§ Develop high-level organization design options§ Evaluate organization design options§ Assess design options against Design Principles
§ Develop unit-level “to be”structure§ Prepare unit and people role descriptions§ Identify required skills, behaviors, job definitions and performance measures§ Develop cross-reference of organizational roles and business processes
A
B
C
D
IT ValueIT Value
IT C ostsIT Co st s
IT Investm entsIT Investm ents
Arc
hite
ctur
alvi
ewIT
Org
aniz
atio
nal
view
App licationsApp lications
T echnolog yT echnology
Inf orm ationInf orm ation
GovernanceGovernance
IT Org aniza tio nIT Org anizat io n
IT Serv icesIT Serv ices
IT Processe sIT Processes
Peo ple Man ag./capa b.Peo ple Mana g./capab .
1. Analysis & Vision1. Analysis & Vision 2. S trategy Design2. S trategy Design 3. Building the strategic roadmap
3. Building the st rategic roadmap
Valu
evi
ew
IT Strategy approach
Current state analysis
Current state analysis
IT visioning & Business alignment
IT visioning & Business alignment
Scenario development
and evaluationS
cenario development
and evaluation
Program set up
Program
set up
ProgramPortfolio
ProgramPortfolio
Investment analysis
Investment analysis
Program planning
Program planning
Gap analysis
Gap analysis
Conceptual Archit ecture
IT Organization
Business ArchitectureBusiness Architecture
Infrastructure ArchitectureInfrastructure Architecture
Enterprise Capabilities
Application ArchitectureApplication Architecture
Business Event List
Locations
IT NodesIT
Components
Business Activity Mdl Business
Structure
Technology Reference Architectures
Application Groups
User Groups IS Reference
Architectures
Capability Model
ResourcesEA
Overview D iagram
Strategic CBM
Business D irections
EA Guiding Principles
Business Scenarios
Deployment Unit Matr ices
DataStores
Deploym ent Units (IS)
Placement Guidelines
Standard Use Cases
Enterpr ise KPIs
Standard NFRs
Roles Business Reference Architectures
Enterprise Information
ModelUsage
M atrices
Data
P O LIC Y
Pr od uce r C o mp en sa tionC lai ma nt C la im B us ine ss P artn er sP ro duc erSe rvi ce Pr ov ide rs
Po lic y F in anc ial sIns ur ed Ob jec ts In su ra nce P rod uc tP olic y
Tra in ing , E du cat ion , A dv iceT hir d P art ies Inq uir iesLe ga l & R eco ve ry Ac tio nsE xte rn al A g enc ie s
C lai m
S pon so rin g O rg an iza tio nMa rk et Pr osp ec tsIn sur ed Pa rt yBu sin es s P lan s
Inf o O bject s
P O LIC Y
Pr od uce r C o mp en sa tionC lai ma nt C la im B us ine ss P artn er sP rod uc erSe rvi ce Pr ov ide rs
Po lic y F in anc ial sIn sur ed O bje cts In su ran ce P rod uc tP olic y
Tra in ing , E du cat ion , A dv iceT hir d P art ies Inq uir iesLe ga l & Re co ve ry Ac tion sE xte rn al A g enc ie s
C lai m
Sp on so rin g O rg an iza tio nMa rk et Pr osp ec tsIn sur ed Pa rt yBu sin es s P lan s
Inf o O bject s
BusinessArchitecture
ITArchitecture
InfrastructureArchitecture
Enterprise Architecture Framework
Applications
Users
Data
P O LIC Y
Pr od uce r C o mp en sa tionC lai ma nt C la im B us ine ss P artn er sP ro duc erSe rvi ce Pr ov ide rs
Po lic y F in anc ial sIns ur ed Ob jec ts In su ra nce P rod uc tP olic y
Tra in ing , E du cat ion , A dv iceT hir d P art ies Inq uir iesLe ga l & R eco ve ry Ac tio nsE xte rn al A g enc ie s
C lai m
S pon so rin g O rg an iza tio nMa rk et Pr osp ec tsIn sur ed Pa rt yBu sin es s P lan s
Inf o O bject s
P O LIC Y
Pr od uce r C o mp en sa tionC lai ma nt C la im B us ine ss P artn er sP rod uc erSe rvi ce Pr ov ide rs
Po lic y F in anc ial sIn sur ed O bje cts In su ran ce P rod uc tP olic y
Tra in ing , E du cat ion , A dv iceT hir d P art ies Inq uir iesLe ga l & Re co ve ry Ac tion sE xte rn al A g enc ie s
C lai m
Sp on so rin g O rg an iza tio nMa rk et Pr osp ec tsIn sur ed Pa rt yBu sin es s P lan s
Inf o O bject s
P O LIC Y
Pr od uce r C o mp en sa tionC lai ma nt C la im B us ine ss P artn er sP ro duc erSe rvi ce Pr ov ide rs
Po lic y F in anc ial sIns ur ed Ob jec ts In su ra nce P rod uc tP olic y
Tra in ing , E du cat ion , A dv iceT hir d P art ies Inq uir iesLe ga l & R eco ve ry Ac tio nsE xte rn al A g enc ie s
C lai m
S pon so rin g O rg an iza tio nMa rk et Pr osp ec tsIn sur ed Pa rt yBu sin es s P lan s
Inf o O bject s
P O LIC Y
Pr od uce r C o mp en sa tionC lai ma nt C la im B us ine ss P artn er sP rod uc erSe rvi ce Pr ov ide rs
Po lic y F in anc ial sIn sur ed O bje cts In su ran ce P rod uc tP olic y
Tra in ing , E du cat ion , A dv iceT hir d P art ies Inq uir iesLe ga l & Re co ve ry Ac tion sE xte rn al A g enc ie s
C lai m
Sp on so rin g O rg an iza tio nMa rk et Pr osp ec tsIn sur ed Pa rt yBu sin es s P lan s
Inf o O bject s
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ITArchitecture
InfrastructureArchitecture
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Applications
Users
Func
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IFW CBM & TOM SPORTS IT ArchitectureFramework
EA Framework
1st IIR Islamic Finance & Real Estate Forum | November 5, 200816
IBM Global Business Services
© Copyright IBM Corporation 2008
Challenging Objectives for the ‘System Integration’
Provide a sound architectural solution
Provide a quality “Day 1” solution to accomplish the Line of Business Service Models
Manage all SI related activities
Manage a smooth deployment and controlled Soft Launch
Manage a smooth transition to operations taking into account
a) People b) Systemsc) Organizational aspects
Provide and coordinate Organizational Change Management to ensure operational skills in both quality and quantity
1st IIR Islamic Finance & Real Estate Forum | November 5, 200817
IBM Global Business Services
© Copyright IBM Corporation 2008
In addition to the business driven verticals and the PMO we need to run horizontal projects to ensure quality and compliance with the bank’s business and architectural requirements
Call Center / CRMCorporateFunctions
Corporate BankingTreasury
Retail Banking /Payments
ElectronicChannels
Branch / CRM
Program Management / SI Team PMO
BusinessRequirements &
Processes
Technical PMO(Part of IBM PMO)
PM PM PM PM PM PM
ChangeManagement Define, plan, guide and advise on aspects of organization, HR and Training
Refine current business requirements & business process model with respect to implementation needs
Review current architecture model, integration and implementation standards.Guide and advise on architecture, integration and implementation activities
Deployment Planning
Plan, guide and advise on deployment and transition activities to ensure a successful GoLive
SystemTesting
Define, plan, guide and advise on test cycles (especially integration testing, user acceptance testing)
Operational Readiness
Define, plan, guide and advise on activities around the operational readiness of the Bank for the Soft Launch
1st IIR Islamic Finance & Real Estate Forum | November 5, 200818
IBM Global Business Services
© Copyright IBM Corporation 2008
Goal Directed Approach in Business Process and Operational Procedures Modeling
Requirement list and documentation FunctionalGaps
Delta
Analysis
Deduct “Day1”Operational ProceduresFind overall agreement
Documentation of confirmed§ Business Processes§ Functional Gaps§ Prioritization
Implementation Plan
Workshops
Process Reference Model/ CBM
Sup port ServicesF aci li t ie s
O p er at i on &M ai nt en an ce
Sys te m sD eve lo pm en t &
O pe r at io ns
H e lp D es kS er vi ce s
H u m an R es our ce M an age m en t
Pr o cur e m ent
Risk
& Finan
cial Man
agem
ent
P or t fo li o R is kM a nag em e nt
F in anc in g Pr o ced ur es ,
Po li cy & Pl an nin g
A sse t &Li abi l it y Po li cy& Pl an ni ng
R is k
Tr ea sur y M a nag em e nt
F in anc ia l C ont r ol& C o nso li da ti on
Fi n anc e
F in anc eP ol ic ie s
Fi xedA ss et R eg is te r
A cco un ti ngG en er al L ed ger
P er f or m a nce M a nag em e nt &
R ep or t in g
P roposition
Leg al
B us in essP ol ic ie s &
P r oce dur e s
I nt er na l A udi t & C om p li anc e
C o mp li an ce
Sh ar i’ ah C o nt r ol
B r an d M an age m en tC a m pai gnP la nni ng &
M an ag em en t
C a m pai gnEx ecu ti on
Pu bl icR e la ti on s
Market DevelopmentP r op osi ti onPl an ni ng &
M a nag em e nt
Se gm e nt M a na gem e nt
Customer Development Proposition Development
P r od uct C at al ogu e
C han ne l P lan ni ng & De vel op m en t
Pr od uctD e vel op m ent &
M ana ge m ent
C ust om e r S er vi ce D if f er en ti at i on
Stra
tegy
& In
sigh
t
S t ra t eg y &G o vern an ce
A cq ui sit i on s & A ll i anc es
B usi ne ss S tr a te gy& P l an nin g
Bu sin ess & ITAr ch it ec tu r e
S har i ’a h Po li cy
St r at eg ic C ha nge G o ver n anc e
Co nt act /Ev en t H is to ry
C ust om e rI nf or m at i on
M an ag em en t
C ust om e rA nal ys is & M o de ls
Cu st om er & M a r ketR ese ar ch
C us t ome r & M ark et In si gh t
D ist ribution
Co r re spo nd ent B an ki ng
R e la ti on shi p M gm t
C u st om erR i sk A sses sm en t
D is tr i but i onP l ann in g
C ha nne l M g m t & D is tr i but i on
P er f or m an ce
R is k Ass et St r uc tu r in g
T r ad e Se r vic es S up po r t
M anagement
R el at io nsh ip D ev el op m ent &
M ana ge m ent
Sa le s
Sa le s
Tr a nsa ct io nC apt ur e S er vi ce s
S er vi ci ng
Se rvi ci ng Di st r i bu t io n S up po rt
S eg m en tAn al ysi s
P rocessing
St at e m ent s & C or r esp on den ce
A pp li cat i onP r oce ssi ng
C a rd - Sp eci f icPr o cess in g
C ust om e rFu lf i lm e nt
C ol le ct io ns & R em e dia l
M an ag em en t
M er ch antO per a ti on s
Tr e asu ry B ac k Of f ic e & C ust o dy
T r ade Se rv ice s & Fi na nce S pe cif i c
Pr o cess in g
C a sh M an age m en t
Sp ec if i c
B i ll in gIn ves tm e nt A ss et M an ag em en t
Cu st om e r &P ro du ct
M a in te nan ce
Do cum e ntM an ag em en t
& A r chi ve
T r an sac ti onExe cut i on
Pa ym en ts
Re con ci li at io ns
C he que P r oc essi ng
C ashIn ven t or y
Tra ns act i on s
P ayr ol l S er vi ce s
C omm on
O pe r at io ns P la nni ng &
Pe rf o rm a nce M gm t
R e fe r enc e Da ta M an ag em en t
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27 28
29
30
31
32
33
34
35
36
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39 40
41
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46
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48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
6364 65 66 67 68 69
Vendor Functionality“Package Solution”Requirements
discoveryand
analysis
Requirementscollection &
documentation
Validation andconfirmation ofrequirements
RequirementChangeControl
Requirementsauditability
andtraceability
Service ModelFront Office
OperatingBack Office Model
Description of requirements Scope Priority Component Core Analytical Area
Driver: An own prognoses system is necessary to improve car estimations (Restwerte…)
Global High Risk Controlling
Residual ValueDriver: Customer Acquisition Process –Al Inma Global ID needs to be assigned
CRM Customer Data
Operational Manual
- to be developed -- to be completed& validated -
Operational Procedures Manual ”Day 1”Solution Design -time and effort estimation
1st IIR Islamic Finance & Real Estate Forum | November 5, 200819
IBM Global Business Services
© Copyright IBM Corporation 2008
Starting from Bank’s value chain, we structured and modeled business processes end to end 1/2
2 Sales management
3 Customer Acquisition
5 Servicing
4Transacting
6 Closing
7. Support processes
0 Business Strategy
1 Product Development
L0
L1
L3
Partner Registration Personal FinanceAccount Opening
Register Individual Register POS
Provide productcatalogue
Generate AlinmaID Select product
L2
L4
Register Government
Agency
Register CharityOrganization
Register Embassy/ Foreign entity
Register Corporate
e.g. „Scan Documents“
illustrative
1st IIR Islamic Finance & Real Estate Forum | November 5, 200820
IBM Global Business Services
© Copyright IBM Corporation 2008
1. The Saudi Banking Market
§ Islamic Banking – a dynamic growth play
2. Foundation of a new bank
§ Strategy
§ Products & Services
§ Operating Model
3. IBM Engagement
§ Business Model Framework & Process Reference Model
§ System Integration
4. Lessons Learnt
1. The Saudi Banking Market
§ Islamic Banking – a dynamic growth play
2. Foundation of a new bank
§ Strategy
§ Products & Services
§ Operating Model
3. IBM Engagement
§ Business Model Framework & Process Reference Model
§ System Integration
4. Lessons Learnt
1st IIR Islamic Finance & Real Estate Forum | November 5, 200821
IBM Global Business Services
© Copyright IBM Corporation 2008
Lessons Learnt
§ Active of involvement of Shari’ah board § Shari’ah approvals can be time consuming§ Contract driven vs. conventional (product driven) thinking
§ Be very clear in Program Governance from Day 1§ Don’t expect easy deliverables sign-off
§ Precise management of scope is essential§ Plan plenty of contingency
§ Don’t underestimate hierarchies§ Communicate, Communicate & Communicate§ Expect dramatic slow down during Ramadan§ Staffing & VISA processes can be a challenge
1st IIR Islamic Finance & Real Estate Forum | November 5, 200822
IBM Global Business Services
© Copyright IBM Corporation 2008
1st IIR Islamic Finance & Real Estate Forum | November 5, 200823
IBM Global Business Services
© Copyright IBM Corporation 2008
Contacts
Dr. Paul-Gerhard Haase
IBM Global Business ServicesIntegrated Banking Team NE IOT
IBM Deutschland GmbHLaatzener Str. 130539 Hannover
Phone : +49 (0) 171-558 1638Paul.Haase@de.ibm.com
Senior Managing ConsultantChristopher Kalbhenn
IBM Global Business ServicesFinancial Services – BankingFinance & Risk Management
IBM Deutschland GmbHBeim Strohhause 1720097 Hamburg
Phone : +49 (0) 160-886 7177Christopher.Kalbhenn@de.ibm.com
Senior Managing Consultant
1st IIR Islamic Finance & Real Estate Forum | November 5, 200824
IBM Global Business Services
© Copyright IBM Corporation 2008
BackupBackup
1st IIR Islamic Finance & Real Estate Forum | November 5, 200825
IBM Global Business Services
© Copyright IBM Corporation 2008
Proposed Application Architecture for Day 1
TemenosT24ACI OracleIBM
WebSphere Avaya Sybase IBBespokeDevelopment
Sterci andothers ARC Documentum
ECM
BO FSDM
1st IIR Islamic Finance & Real Estate Forum | November 5, 200826
IBM Global Business Services
© Copyright IBM Corporation 2008
Support ServicesFacilities
Operation &Maintenance
SystemsDevelopment &
OperationsHelp DeskServices
Human Resource Management Procurement
Ris
k &
Fina
ncia
l Man
agem
ent
Portfolio RiskManagement
Financing Procedures,
Policy & Planning
Asset &Liability Policy
& Planning
Risk
Treasury Management
Financial Control& Consolidation
Finance
FinancePolicies
FixedAsset Register
AccountingGeneral Ledger
Performance Management &
Reporting
Proposition
Legal
BusinessPolicies &
Procedures
Internal Audit & Compliance
Compliance
Shari’ah Control
Brand ManagementCampaignPlanning &
Management
CampaignExecution
PublicRelations
Market Development
PropositionPlanning &
Management Segment
Management
Customer Development Proposition Development
Product Catalogue
Channel Planning & Development
ProductDevelopment & Management
Customer Service Differentiation
Stra
tegy
& In
sigh
t
Strategy &Governance
Acquisitions & Alliances
Business Strategy& Planning
Business & ITArchitecture
Shari’ah Policy
Strategic Change Governance
Contact/Event History
CustomerInformation
Management
CustomerAnalysis & Models
Customer & MarketResearch
Customer & Market Insight
Distribution
Correspondent Banking
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CustomerRisk Assessment
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Channel Mgmt & Distribution
PerformanceRisk Asset Structuring
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Sales
TransactionCapture Services
Servicing
Servicing Distribution Support
Processing
Statements & Correspondence
ApplicationProcessing
Card-SpecificProcessing
CustomerFulfilment
Collections & Remedial
Management
Operations Planning & Performance Management
MerchantOperations
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Trade Services & Finance Specific
Processing
Cash Management
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Customer &Product
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DocumentManagement
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TransactionExecution
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CashInventory
Transactions
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