âI didn't have time to write a short letter, so I wrote a long one instead ...
âI didn't have time to write a short letter, so I wrote a long one instead ...
âI didn't have time to write a short letter, so I wrote a long one instead ...
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
“I didn’t <strong>have</strong> <strong>time</strong> <strong>to</strong> <strong>write</strong> a <strong>short</strong><br />
<strong>letter</strong>,<br />
<strong>so</strong> I <strong>wrote</strong> a <strong>long</strong> <strong>one</strong> <strong>instead</strong>”<br />
Mark Twain
Analyzing the business operating model<br />
• Provide financial<br />
<strong>so</strong>lutions <strong>to</strong> per<strong>so</strong>nal<br />
and small business<br />
cus<strong>to</strong>mers<br />
• Support the other<br />
banking segments<br />
through the national<br />
branch network<br />
• Provide tailor made<br />
<strong>so</strong>lutions that create,<br />
manage and protect the<br />
wealth of high net<br />
worth individuals, family<br />
and charitable trusts<br />
• Perform inbound and<br />
outbound sales &<br />
services functions<br />
• Provide support <strong>to</strong><br />
direct channels<br />
• Perform cus<strong>to</strong>mer<br />
account processing,<br />
loan fulfilment and<br />
maintenance functions<br />
for Retail, Private<br />
Banking and Rural<br />
Brands<br />
Product Types<br />
Segments<br />
Banking<br />
Operations<br />
Retail Banking<br />
General Mgt<br />
Collections<br />
Payments<br />
CTSC<br />
Savings, Transaction, Card, 3 rd Party Products, Investments, Managed Funds, Portfolio Management,<br />
Lending, Liquidity & Credit, Rates & Currency, Commodities, and Structured Loans<br />
Channel<br />
Card Operations<br />
Private Banking &<br />
Wealth<br />
General Mgt<br />
Cus<strong>to</strong>mer Contact Centre<br />
Operations<br />
LSC<br />
Retail & Bus. Credit<br />
Rural Banking Commercial Banking Institutional<br />
General Mgt<br />
Collections Collections Collections<br />
Retail Product Management<br />
General Mgt<br />
Retail Distribution<br />
General Mgt<br />
Productivity<br />
General Mgt<br />
Channel Channel Channel Channel Channel<br />
Product Mgt<br />
Product Mgt<br />
Product Mgt<br />
Direct Channels (Online)<br />
Product Mgt<br />
Institutional Operations<br />
Operations<br />
Generation Mgt<br />
• Provide specialised<br />
services. finance options<br />
and banking products <strong>to</strong><br />
Rural cus<strong>to</strong>mers<br />
• Provide large corporate<br />
cus<strong>to</strong>mers and banks<br />
with specialised banking<br />
products and services<br />
• Provide commercial<br />
cus<strong>to</strong>mers with<br />
specialised banking<br />
products and services<br />
• Perform cus<strong>to</strong>mer and<br />
account maintenance<br />
for the Institutional<br />
segment and cus<strong>to</strong>mers<br />
undertaking<br />
international<br />
transactions<br />
• Develop and manage<br />
unassisted channels<br />
including ATM, Internet<br />
Banking, Websites,<br />
Mobile Ph<strong>one</strong> Banking<br />
and IVR<br />
Marketing &<br />
Strategy<br />
Channel<br />
Cus<strong>to</strong>mer Strategy<br />
Communications<br />
Direct Channels<br />
Marketing & Strategy<br />
Corporate Strategy<br />
Legal<br />
General Mgt<br />
General Mgt<br />
Institutional Global<br />
Marketing & Strategy<br />
• Provide marketing<br />
services & <strong>so</strong>lutions <strong>to</strong><br />
all banking segments<br />
• Facilitate corporate<br />
strategy development<br />
• Provide Risk, IT,<br />
Finance, and HR<br />
services across the NZ<br />
organisation<br />
Supporting<br />
Functions<br />
Risk & Compliance<br />
Finance<br />
Supplier Shared Services<br />
Information Technology<br />
Human Re<strong>so</strong>urces
Application Portfolio breakdown<br />
Brands<br />
Segments by App Count 171<br />
Product Types<br />
Retail Banking<br />
Savings, Transaction, Card, 3 rd Party Products, Investments, Managed Funds, Portfolio Management,<br />
Lending, Liquidity & Credit, Rates & Currency, Commodities, and Structured Loans<br />
Private Banking &<br />
Wealth<br />
Rural Banking Commercial Banking Institutional<br />
Segments<br />
Banking Operations &<br />
Institutional Operations<br />
147<br />
Retail Distribution<br />
Cus<strong>to</strong>mer Contact Centre<br />
Institutional Operations<br />
Marketing & Strategy 45<br />
Banking<br />
Operations<br />
It was interesting <strong>to</strong> observe where there were a large<br />
volume of applications for support of three segments.<br />
Why – what caused this level of volume and complexity?<br />
Operations<br />
Direct Channels<br />
Institutional Global<br />
Marketing & Strategy<br />
Marketing &<br />
Strategy<br />
Marketing & Strategy<br />
Supporting Functions 79<br />
Supporting<br />
Functions<br />
Risk & Compliance Finance Information Technology Human Re<strong>so</strong>urces
Understand the choice you <strong>have</strong> made
Cus<strong>to</strong>mer experience – immediacy, can it be delivered by complexity?<br />
Once we unders<strong>to</strong>od and had<br />
mapped our applications in<strong>to</strong> a<br />
framework, we could start <strong>to</strong><br />
ask questions about what this<br />
meant <strong>to</strong> our cus<strong>to</strong>mer<br />
experience.<br />
Delivering <strong>to</strong> cus<strong>to</strong>mers who<br />
expect online, instant<br />
capabilities is almost<br />
impossible <strong>to</strong> achieve if your<br />
organisation has a legacy of<br />
over 400 applications with<br />
over 4800 integration points<br />
What did this mean for our<br />
staff?<br />
How did we learn <strong>to</strong> do new<br />
things?<br />
When you observe the<br />
complexity in your business,<br />
you can examine how you got<br />
there, and whether the way<br />
you got there is still the way<br />
you are doing things <strong>to</strong>day
How does Simplification drive innovation?<br />
Clarity<br />
People Product Process Technology<br />
Clear direction Less Unders<strong>to</strong>od Less<br />
• Finely tuned<br />
governance<br />
• Ability <strong>to</strong> do less of<br />
many things, and<br />
achieve more<br />
• Less clutter<br />
• More clarity of choice<br />
• Less err<strong>one</strong>ous<br />
features<br />
• Clear direction<br />
• Greater capability <strong>to</strong><br />
deliver <strong>to</strong> defined<br />
process <strong>time</strong>frames<br />
• Ability <strong>to</strong> innovate and<br />
reduce steps, deliver<br />
<strong>to</strong> better response<br />
<strong>time</strong>s<br />
• Less integration points<br />
• Reduction in the <strong>to</strong>tal<br />
application portfolio<br />
• Addressing the need <strong>to</strong><br />
ensure there are<br />
enterprise level<br />
applications, less<br />
business unit, product<br />
specific, segment<br />
specific specific
"Complexity means distracted effort. Simplicity<br />
means focused effort." ~ Edward de Bono
Change language