Geno Prozessmanagement Beraterin mit Team.jpg
Geno Prozessmanagement Beraterin mit Team.jpg

Cooperative banks – process management


 

Challenges in process management

Digitalization, regulation, demographic shifts – the future vision for the operating model of cooperative banks requires a lot of work. Each dimension has a direct or indirect impact on the institutions’ ongoing business model innovation, the efficiency of their organizational and operational structures and therefore also their cost structures and profitability. In many cases, individual measures aimed at strengthening these structures have been exhausted or need to be postponed due to massive staff shortages.

In addition, the deployment of new system environments and platform solutions is becoming increasingly dynamic, but they still need to be systematically and structurally evaluated, implemented and communicated. This includes, for example, the introduction of the BVR’s Prozesslandkarte (process map), its linking with concrete work instructions as well as the modeling of processes in ADONIS. Process and application perspectives meet in the context of the omni-channel platform (OCP) and the future-oriented BankingWorkspace (BWS).

Moreover, many cooperative banks lack meaningful process controlling that would enable them to carry out systematic process optimization and quantify results.Digitalization, regulation, demographic shifts – the future vision for the operating model of cooperative banks requires a lot of work. Each dimension has a direct or indirect impact on the institutions’ ongoing business model innovation, the efficiency of their organizational and operational structures and therefore also their cost structures and profitability. In many cases, individual measures aimed at strengthening these structures have been exhausted or need to be postponed due to massive staff shortages.

In addition, the deployment of new system environments and platform solutions is becoming increasingly dynamic, but they still need to be systematically and structurally evaluated, implemented and communicated. This includes, for example, the introduction of the BVR’s Prozesslandkarte (process map), its linking with concrete work instructions as well as the modeling of processes in ADONIS. Process and application perspectives meet in the context of the omni-channel platform (OCP) and the future-oriented BankingWorkspace (BWS).

Moreover, many cooperative banks lack meaningful process controlling that would enable them to carry out systematic process optimization and quantify results.

In the coming years, cooperative banks will have to make properly embedding process management in their organizational structures a top priority in order to keep in step with digital transformation, further reduce costs and increase their efficiency. However, not all cooperative banks are ready to immediately initiate the required measures. Their process management needs to match their individual levels of ambition and should be derived from and based on previously conducted strategy processes. Moreover, those in charge of process management ought to be given extensive decision-making powers that allow them to achieve the defined target maturity level.

Process management is the basis for ongoing process optimization both in customer-oriented processes and in the banks’ internal processes. It goes well beyond the scope of process control in agree21. In light of the further development of the underlying systems (OCP/BWS) and the increasing focus on the banks’ internal processes, process management is taking on a whole new dimension.

In concrete terms, it does not suffice to consider the above-mentioned strategic approaches from a purely technological perspective and come up with a quick-to-implement plan. Instead, they have to be understood as a fundamental, comprehensive cultural issue. Employees involved in process management must be empowered to properly use the available tool kit, while those who use the processes must know how and where they can pass on ideas for improving them.

Process management must become more agile to account for the highly dynamic nature of the omni-channel platform and the BankingWorkspace

“Process management is not a luxury, but a necessity to keep control of costs and income.“

 

Tjark Klindworth, Manager

Establishing a continuous learning and improvement process in which employees assume responsibility

 

Agile process management can be introduced using the six modules of the tried-and-tested zeb process management approach.

  • Process management narrative

Anchoring the process management guidelines in the strategy in order to establish a common understanding of in-house process management. Deriving a complementary booklet to consolidate the essential process management modules.

  • Roles & responsibilities

Defining roles, profiles and competence frameworks in the process management structure. Structured approach for the optimal use of decentralized decision-making channels.

  • Methodological support

Initializing the use of available process management tools, including the establishment of a fixed annual plan for process analysis, evaluation and optimization. Imparting change know-how and agile workshop formats.

  • Systemic tool kit

Utilizing available IT solutions to enhance (de)centralized process management with a complementary toolset. The focus is on templates, CIP programs and the harmonization of visualization and modeling tools.

  • Analysis & controlling

Developing KPI catalogs to actively control and support process management initiatives, complemented by incentivizing process optimization projects through a broad quantitative basis of key figures. 

  • Cultural change

Adapting working methods in the German Cooperative Financial Network to account for continuous and agile functional enhancements in the system environment. Including and upskilling employees as well as strengthening the communication skills of the managers involved.

zeb.Impulses

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