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Process Excellence in Banking - 2017

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Presentation I gave at a Financial Excellence Summit in London in 2007. Provides some interesting thoughts around strategic process thinking.

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Process Excellence in Banking - 2017

  1. 1. Bridging The Gap - Creating Explicit Alignment Between Business Goals And The Application Of Technology To Truly Champion Process Excellence<br />What we have learned from 2007 to 2017…<br />
  2. 2. About me<br /><ul><li> Director International Process and Performance Institute
  3. 3. CEO/ Founder Bennu Group
  4. 4. CIO BPM Group
  5. 5. Research Director for Process – Bloor Research
  6. 6. Leading Independent BPM Industry Analyst
  7. 7. Technology Entrepreneur
  8. 8. 2006 Global Thought Leadership Award
  9. 9. International Process Engineering Award Recipient
  10. 10. International Speaker/ Author
  11. 11. Founder of the Certified Process Professional program
  12. 12. Certified Coach
  13. 13. Executive Mentor
  14. 14. Creator* CEM Methodology (w/ colleague Steve Towers)
  15. 15. Co-creator 8 Omega</li></ul>www.tschurter.com<br /> Creator and Author of Customer Expectation Management<br />Join us at www.ipapi.org to see how we are leading the advancements in business success <br />
  16. 16. Life Bank 2008 - 2010<br />Our move to Outside-In:<br />Focus on the Customer<br />Move our Products up the Customer Value Chain<br />Begin to understand the Process the Customer is Really in<br />Begin building the behavior to eliminate everything that is not contributing to the SCO…<br />
  17. 17. Life Bank 2008 - 2010<br />We Embarked on the Journey to consolidate our “internal products” into “Customer Products”<br />
  18. 18. Life Bank 2008 - 2010<br />This moved us from things like:<br /> Banking<br /> Loans (secured/ unsecured)<br /> Credit Cards<br /> Insurance<br /> Investments<br />
  19. 19. Life Bank 2008 - 2010<br />To Customer Processes including:<br /> Wealth Growth<br /> Life Style<br /> Personal Security (Risk Mitigation)<br /> Quality of Life<br />
  20. 20. Life Bank 2008 - 2010<br />Which caused us to:<br />Dramatically simplify our processes, activities and systems<br /> Begin moving our use of technology up the value chain – driving technology into explicit alignment with Customer Value<br /> Refocus the internal technology view to the question; How does this make the people in our organization’s lives Simpler, Easier and More Successful?<br />
  21. 21. Life Bank 2008 - 2010<br />The First Big Shift – what we learned<br />Our biggest value was our internal knowledge, skill and technology to achieve Customer Success<br /> We were only leveraging this as an exception, rather than the rule<br /> Which spawned an entirely new internal social model – Customer Success as a way of life…<br />
  22. 22. Life Pace 2010 - 2016<br />WE DEFINED THE PROCESSES OUR CUSTOMERS ARE REALLY IN:<br />Establishing their financial basis (becoming an adult)<br />Creating their Career<br />Growing their Family<br />Enjoying their Life<br />Retiring in Dignity<br />
  23. 23. Life Pace 2010 - 2016<br />AND FINALLY (BUT MOST IMPORTANTLY) REMOVING THEIR RISK BY:<br />Protecting and building their credit<br />Establishing their Budget, Goals, and the Growth of Same<br />Guarantying asset value and appreciation<br />Managing for Education, Retirement and Quality of Life<br />
  24. 24. Life Pace 2010 - 2016<br />Life Pace – A fundamental Change<br />Our Customers only need to know their goals<br />Our people, processes and technology hide the complexity from them<br />They stay with us as comprehensive, Life Pace Customers<br />We shoulder the Risk – Insuring the Achievement of their Goals<br />
  25. 25. Life Pace 2010 - 2016<br />Results of Our Strategy<br />20% Growth in New Customers<br />4X Increase in Business per Customer<br />Profit capped at 20% (excess reinvested)<br />93% of New Customers acquired are still customers<br />Largest “bank” in the world (by 2x)<br />Employee retention over 96%...<br />
  26. 26. Life Pace – Our Future<br />OUR SCO APPROACH HAS BECAME A NATURAL BEHAVIOR OF OUR INTERNAL SOCIAL MODEL RESULTING IN:<br />Continual expansion/ refinement of the concept – “What Process is our customer REALLY engaged in?”<br />Ongoing Challenge to our assumptions – to remove our own “inside-out” barriers<br />Radical innovation on the use of technology in explicit alignment with Customer Success<br />
  27. 27. Life Pace 2017 - on<br />From this our Evolving Strategy seeks to:<br />Influence, expand and improve education (mental, emotional, physical health)<br />Influence, expand and improve lifespan mental, emotional and physical health<br />Personal Relationship Enhancement (community, peer-circle, partner)<br />Multiple Professional Career Development<br />Dream fulfillment – personal achievement<br />Dream fulfillment – New frontiers<br />
  28. 28. Life Pace – Acknowledging the Pioneers<br />Acknowledging those who have blazed the trail…<br />Virgin (Sir Richard Branson)<br />ZARA<br />Fedex<br />Ryanair<br />Best Buy<br />Citi<br />And the handful of others who have each contributed in their own way<br />
  29. 29. THANK YOU.<br />I appreciate the opportunity to join you today from the world of 2017.<br />And I hope I have inspired you to expand your horizons of what you can and must do to succeed in your future<br />For more about the International Process and Performance Institute please visit:<br />www.ipapi.org<br />For more on Terry Schurter please visit:<br />www.tschurter.com<br />

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