Results of business process modeling using two banks as an example

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All banking activities are carried out at the touch of a button on the computer

At a regular meeting, the chairman of the board of one banking organization gave the order: "We need to formalize all the work of the bank so that I, by pressing just one button on the computer, can see how any employee works and how any business process is going. I must receive a comprehensive idea of ​​the goals, indicators, processes, technologies, results, etc."

To solve this problem, the bank created its hotel email list electronic business model. A browser window appeared on the manager's PC, links in which now allow monitoring the progress of work. The chairman can open any of the documents, the business process diagram; find out who is responsible for business processes and procedures; track statistics on their indicators, actual values ​​at the moment; understand what projects are currently being implemented in the bank and at what stage; analyze the organizational structure of any department and get a lot of other useful information.

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The results of the events held were very satisfactory for the chairman. It is worth emphasizing that the work was carried out in the shortest possible time: from the day the task was set until the moment of receiving the final results, only one and a half years passed. The project was implemented promptly due to the fact that a standard solution was used as a methodological basis - "Comprehensive standard business model of a commercial bank", which includes interrelated models, documents and reference books describing most of the activities and management system of a universal commercial bank.

It is worth noting that by the end of the project, the Chairman of the Board had already become a shareholder of the bank. Thanks to the integrated business model of the bank, it was possible to achieve a systematic approach to the management of the organization. This ensured more efficient decision-making, implementation of any changes in the bank's work, increased efficiency and quality of both independent business processes and divisions, and the bank as a whole.

A systematic approach to bank development

The shareholders of another bank instructed the responsible persons to develop a comprehensive and long-term strategy for the development of the organization. The specialists had to rely on modern management technologies. To successfully solve the problem, the experts conducted research, participated in several business trainings and ultimately suggested that the shareholders take the following path:

Describe all the main business processes, form process teams, conduct appropriate training for them, and ensure that all participants in the business processes interact effectively to speed up the work.

Improve (optimize) processes where necessary, and then begin regular process management. Within each business process, it is necessary to organize strategic planning based on current market trends, customer requirements, and the bank's strategy. Business processes must also have goals and indicators.

Once all business processes have been debugged and made transparent, the following task can be solved: building a bank quality management system (according to ISO 9000 standards) based on a process management system. That is, the QMS will become a superstructure for the process management system. Thanks to this, the bank will receive an ISO 9001 certificate of compliance and improve its image both in the client environment and among partners. In addition, the QMS and ISO 9000 standards will reduce the number of client complaints to the bank, costs for low-quality goods and services, minimize operational risks, and introduce new requirements and management methods into the bank's activities.

At the same time, start automating business processes by updating them and transferring them to a fundamentally new improved level of electronic document management and operational management (DocFlow / WorkFlow), customer interaction (CRM), etc. It is also necessary to establish a single office that oversees all projects related to the organizational and corporate development of the bank. In addition, a qualitative improvement in the management of the organization's employees is required so that this activity becomes a system.

Having completed all these procedures, the company received an integrated bank management system - a modern, highly effective enterprise management tool for shareholders and top managers of the enterprise.