IQPC: Please tell us a bit about Deutsche Bank’s BPM program – why did you instigate it and how did the organization determine the program would be capable of taking the client experience to the next level?
Gupta: We adopted a BPM approach because we recognize the importance of differentiating ourselves and maintaining a competitive edge in the market place. We’ve always been very focused on product innovation, but new products that are launched to market quickly become commodities over time as other similar products are introduced by competitors. This is why we are also focused on process innovation. It’s no longer good enough to just innovate around product development alone, and at Deutsche Bank we also continuously strive to innovate in the way we service our products and service our clients to ensure we can deliver the optimum client experience. BPM allows us to improve efficiencies and have greater visibility into existing processes amongst other benefits, which all in turn enhance and simplify not only our internal processes but the client experience to boot.
We’ve taken a slightly different approach with BPM in Global Banking IT. Rather than develop a massive BPM program, we have instead identified the business case for specific programs and adopted BPM methodologies and principles to suit the need. For example, our Client Onboarding program links six projects of reengineering processes and workflows, the complete renovation of legal documentation and the migration and roll-out of IT workflow software. Even in its early days of delivery, the Client Onboarding program has already demonstrated an improved client experience by means of cycle time reduction, transparency and control of decision workflows, and service centralization leading to service quality standardization and excellence. We believe that BPM enables us to find the correct symbiosis between enhanced IT applications and streamlined processes and workflows in order to improve the client experience.
Read the answers to:
- How did Deutsche Bank go about setting up a structure to support the Client Onboarding initiative? What key business elements needed to be in place in order to ensure the success of the deployment?
- How do you see SOA as a key enabler of the agility that BPM promises but sometimes fails to deliver?
- What has been the greatest benefit to the client experience from the Client Onboarding program?
- How will Deutsche Bank continue to mature its BPM program to continue to drive a better client experience?
With an eye towards growth and value creation, financial services firms have looked for ways
to streamline and integrate business processes in order to enhance their operations. Most of
these firms recognise that making internal processes more efficient will result in driving a
better experience for clients. Deutsche Bank has specifically leveraged Business Process
Management (BPM) to produce this desired outcome.
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