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zeb Geno Team Prozessmanagement 2
zeb Geno Team Prozessmanagement 2

Cooperative banks – process optimization


 

Content
Process optimisation
Challenges
Our solution
zeb.Impulses
References
Our team

Challenges in the dynamic world of finance

In light of the dynamism of the financial world, cooperative banks are facing considerable challenges that affect their traditional structures and processes. Digitalization requires the expansion of digital processes and the modernization of existing systems. Changing customer needs demand fast, transparent and flexible operations.

The shortage of skilled workers and increasing regulatory requirements are aggravating capacity constraints, which makes efficient organization and the optimization of customer and internal processes an essential task. Not only digitalization, but standardization and automation are necessary to meet these challenges.

The success of process optimization depends on people – employees must be involved in change processes from the outset

 

The German Cooperative Financial Network’s new framework for an efficient operating model promotes consistent standardization and minimizes the use of institution-specific solutions. In light of the upcoming M365 migration and the replacement of HCL Notes, internal processes need to be optimized end-to-end. In addition to customer-oriented processes, the focus is also on the banks’ internal operations.

The omni-channel platform and the BankingWorkspace will be further expanded in order to make optimum use of sales channels and to proactively design processes. The challenges are to manage the large number of innovations and to plan the prospective replacement of agree21BAP. Find out more about our consulting services in the area of process management here.

Since mid-2023, the 7th MaRisk amendment has mandated cooperative banks to integrate ESG risks into their lending processes. Challenges arise where the front and back offices meet as well as in the context of new data requirements (e.g. energy performance certificates, carbon emissions): the relevant information must be obtained from the customers, entered in agree21 and considered in lending decisions as well as collateral valuations. Other topics that many banks have not yet dealt with are the operationalization of the ESG score per borrower, its consideration in credit pricing and its interaction with existing rating systems.

In order to use new technologies and processes effectively, the acceptance of change processes within the organization must be ensured. To this end, the employees must be trained and provided with the necessary skills. After all, even the best process is useless if the employees are unable or unwilling to use it.

“Top institutions are meeting the current challenges with a combination of standardization, digitalization and automation – the medium-term goal must be to focus the available workforce on value-adding and qualified activities

 
Marc Miedek, Manager

Our solution approach

Lending processes
Paragraphs

1 Lending process check: creating transparency and identifying areas of action in the lending business

2 Benchmarking: benchmarking the lending business’s organizational structure against zeb’s extensive database

3 Credit framework: framework for efficient and audit-proof lending –read on here

4 Optimization of lending processes: comprehensive optimization with a focus on standardization and digitalization, for example through chatbots or internal knowledge management

5 Automation: expanding the technical possibilities for automation (API, RPA, AI)

6 ESG in lending processes: integrating ESG risks into credit processes with a risk-oriented level model

7 Rollout: supporting the implementation and qualifying the employees to use the new processes

8 Work instructions: supporting the adaptation of work instructions

9 Change support: support during the change process, including both managers and employees

Deposit-taking processes
Paragraphs

1 Deposit-taking process check: creating transparency and identifying areas of action in the deposit and securities business

2 Benchmarking: comparison of organizational back office structures in the deposit business

3 Optimization of deposit-taking processes: holistic optimization with a focus on standardization and digitalization

4 BankingWorkspace: supporting the rollout of innovations

5 Rollout: supporting the implementation and qualifying the employees to use the new processes

6 Work instructions: supporting the adaptation of work instructions

7 Data checks: optimizing the data control concept

8 Change support: support during the change process, including both managers and employees

Internal operations
Paragraphs

1 Process evaluation: creating transparency and identifying areas of action in internal processes

2 Process optimization: supporting the optimization, taking into account technological innovations

3 M365 migration: strategic superstructure and support for governance, IT and communication modules

4 Automation using AI: optimizing internal processes using intelligent automation (e.g. chatbots, internal knowledge management)

5 Rollout: supporting the implementation and qualifying the employees to use the new processes

6 Change support: support during the change process, including both managers and employees

zeb.Impulses

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Our references

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Profilfoto_Lübke_Sandra.jpg

Sandra Lübke

Senior Managerin
a man in a suit and tie

Marc Miedek

Manager
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Caroline Klausch

Manager