科尔尼－民生银行转型项目报告VP Update v11.3.ppt

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1、科尔尼民生银行转科尔尼民生银行转型项目报告型项目报告VP Update v11.3A.T.Kearney Minsheng CB Replacement/VP Update#1 1Strictly ConfidentialIntroductions Peter Lowe and Zoe Corino bring extensive and rich international experience in core banking transformation to MinshengA.T.Kearney Core Banking Specialists Dr.Peter LoweDr.Pete

2、r Lowe is Senior Program Manager specializing in change programs in financial markets.He has over 25 years of banking experience with 8 years specifically in transaction processing experience and has led numerous process improvement initiatives for banks in Europe,USA and South Africa.He has also he

3、ld senior line positions with two large commercial and retail banksRelevant Core Banking Experience:Lead the program to replace the Core banking platform for a Global Banking group in 32 countries in Africa involving 480 branchesEvaluated the replacement of the Core Banking system for the largest So

4、uth African banking group Redesign of multinational banking activities around industry sectors in United Kingdom for a commercial bank Prior work includes General Manager in Nedcor Bank as Head of Transaction Processing.Dr Lowe is an active advisory board member of the SEC and APAC committees in the

5、 UK.Ms.Zoe Corino Ms Zoe Corino is a financial systems specialist with 24 years of experience in analyzing and designing banking systems.She has defined the business requirements for both retail and wholesale banking systems.She also has extensive experience working with:General ledgerProfit and los

6、sForeign exchangeCIF/CRMRelevant Core Banking ExperienceCo-directed the vendor selection processAnalysed and created detailed functional requirements for RFPPrepared full RFP document for submission to vendorsCreated proof of concept(POC)exercises for short-listed vendorsCreated vendor selection met

7、hodologyMs Corinos Asian Experience on core banking systems selection projects has included:Thailand,Vietnam and Indonesia.She has also reviewed the functional specifications for a major Chinese Bank located in ShanghaiMoney MarketCommercial/retail lendingBranch automationDeposit accountsTRANSLATEA.

8、T.Kearney Minsheng CB Replacement/VP Update#1 2Strictly ConfidentialMeeting ObjectivesnPurpose of Todays Meeting Provide progress update on core banking project replacement projectIntroduce Minshengs target operating model and transformation programShare our thinking on the scope and architecture of

9、 Minshengs new core banking systemProvide an update on core banking system RFP process Discuss key issues related to the core banking system replacementnExpected OutcomesClarification on Minshengs expectation on the core banking replacement projectEndorsement of the proposed target operating model G

10、uidance on how to drive upcoming structural changes in Minsheng Consensus on scope of target core banking system and the RFP processDecisions on the key issues discussedTRANSLATEA.T.Kearney Minsheng CB Replacement/VP Update#1 3Strictly ConfidentialTodays AgendaProject Introduction and Progress Updat

11、eBank Transformation and Target Operating ModelMinsheng Core Banking System Architecture RFP Process UpdateKey Discussion Points and DecisionsAppendix:Global Core Banking Vendor Research A.T.Kearney Minsheng CB Replacement/VP Update#1 4Strictly ConfidentialWith 2004 as the“Year of Transformation”,Mi

12、nsheng has initiated the core banking replacement to accelerate the bank-wide transformation program Key Accomplishments To DateCompleted 5-year business strategy plan in Q3 of 2002High-priority systems from the 8 major systems programs underwayNew BU structure organization design completed and to b

13、e implemented Q2-3 of 2004Back office process consolidation project underway with initial efficiency improvement opportunities identifiedTransformation Implications Transformation to an innovative business model through governance/structural changes Forced change of peoples mindset and behaviour thr

14、ough system defined processes to ensure consistency and standardization Upgrade of bank-wide operational capability for enhanced stability,scalability and flexibility Enablement of truly customer-centric business systems by building a reliable single customer and transaction data source Strategy,Org

15、anization,Management Core Banking System ReplacementJanuary2002Q2,2005June 2004Transformation ProgramHigh-level view of Minsheng Bank TransformationThe core banking replacement will become the catalyst to drive the overall transformation program TRANSLATEA.T.Kearney Minsheng CB Replacement/VP Update

16、#1 5Strictly ConfidentialWith the aggressive transformation goals,Minsheng should adopt a solution driven approach to core banking system replacement Philosophy of Solution Driven Transformation Approach 1:Solution Driven Transformation Leverage proven processes and functionality designed and refine

17、d based on other banks operational experience and embedded in the packaged solutions Focuses on defining necessary business changes and gaps analysis Change management focusing on achieving user acceptance and adoption quickly Approach 2:Reengineering Driven TransformationReengineer the entire busin

18、ess process universe to define detailed business requirements Significant customisation of incumbent core banking package to suit redefined business requirements Focus on functionality testing and system stability Implications to Minsheng Lower risk by leveraging proven solutions from international

19、banks avoids re-inventing the wheelShorten deployment project timeline due to limited amount of customisation Focuses on change management program to address transformation issuesHigher risk as newly designed processes/functionality not proven and are bespokeLonger project duration due to additional

20、 design and customisation work Focuses on defining and implementing technically right solution rather than on driving business changes TRANSLATEA.T.Kearney Minsheng CB Replacement/VP Update#1 6Strictly ConfidentialThe objective is to define Minshengs technology enabled transformation program and to

21、drive the selection of an international core banking software productDefine the target operating model for Minsheng on which design of new core banking system will be based Determine the scope,architecture design and requirements for the new core banking system ensuring alignment to Minshengs busine

22、ss growth aspirations Define a transformation program to drive and manage the necessary structural changes towards migrating to Minshengs target operating model Develop a phased transformation roadmap to achieve early wins with gradual enhancement on introducing business and IT capabilities Facilita

23、te the selection of the optimal international core banking solution to ensure the transformation momentum is maintained Project Objectives Consensus on Minshengs future operating model and commitment to the necessary structural changes to the businessAgreement with the chosen technology partner(s)an

24、d preparations for design and implementation underwayBuy-in and comfort around the transformation program with the bank ready to mobilize for changeDesired Project Outcomes Core Banking Replacement Project ObjectivesUpdated by WilliamA.T.Kearney Minsheng CB Replacement/VP Update#1 7Strictly Confiden

25、tialWe are adopting a structured project approach to define Minshengs core banking replacement transformation and to select the most appropriate software product Core Banking Replacement Transformation Approach1.Gather Fact Base1.2 Minsheng CB System/IT Recap1.1 Business Strategy/Plan Review5.Define

26、 Change Program6.Conduct Vendor Selection1.3 CB Product Research2.Define Target Operating Model3.Design Core Banking Architecture3.4 CB System Requirements Definition4.Define Investment Strategy4.2 CB Investment Strategy and Deployment Evaluation4.1 CB Expenditure and Budget Research6.2 Response Eva

27、luation6.1 RFP Development6.3 Vendor Negotiations5.2 Change Management Development5.1 Deployment Planning2.1 Target Operating Model Definition2.2 Core Processes Definition3.1 CB Scope Definition3.2 CB Guiding Principles Definition3.3 CB Technical Architecture DesignTRANSLATEA.T.Kearney Minsheng CB R

28、eplacement/VP Update#1 8Strictly ConfidentialWe have made good progress in defining target operating model,core banking architecture and short-listing software vendors,and plan to issue RFP next weekHi-level Project Timeline and MilestonesWeekTask1234567 89101112137/57/127/197/268/28/98/168/238/309/

29、69/139/209/271.Gather Fact Base2.Define Target Operating Model3.Design Core Banking Architecture4.Define Investment Strategy5.Define Change Program6.Conduct Vendor SelectionKey Review Points/WorkshopsKey Accomplishments to Date Business WorkstreamDefined target operating model Identified required bu

30、siness capabilities and product priority and timing Developed technology implications for future core banking Technology WorkstreamDeveloped scope,guiding principles and architecture of target core banking Issued RFI to 15 vendors and short-listed 5 vendors for RFP process Developed RFP document and

31、 evaluation criteria Conducted analysis on potential funding options and implications for MinshengTarget Operating Model Developed Target CB Architecture Developed RFI Issued RFP Issued Vendor Selected Confirm recommendationsDiscussion on funding optionsConfirm selected vendorsGlobal experts worksho

32、pToday TRANSLATEA.T.Kearney Minsheng CB Replacement/VP Update#1 9Strictly ConfidentialTodays AgendaProject Introduction and Progress UpdateBank Transformation and Target Operating ModelMinsheng Core Banking System Architecture RFP Process UpdateKey Discussion Points and DecisionsAppendix:Global Core

33、 Banking Vendor Research A.T.Kearney Minsheng CB Replacement/VP Update#1 10Strictly ConfidentialMinshengs target operating model,target organization structure and business outlook will determine framework for the new core banking systemInternational Banking Practices/TrendsMinshengs Strategy and Amb

34、itionChina Banking System ConstraintsTarget Operating ModelTarget Organization StructureMinshengs Business OutlookTarget Business&IT CapabilitiesNew Core Banking System FrameworkFocus Products&ServicesHow the business is organizedFundamental building blocks of the future bankBusiness and IT Requirem

35、entsBank Transformation Core Banking Replacement LinkageB A C K B O N E O F M I N S H E N GS T R A N S F O R M A T I O NTRANSLATEA.T.Kearney Minsheng CB Replacement/VP Update#1 11Strictly ConfidentialBusiness vision and strategy review indicates that Minsheng need to have a set of strategic actions

36、to bring its growth for the next stageRecap of Minshengs Business Strategy/DirectionCorporate banking remains to be the core but retail banking must also growSet up retail and corporate banking business unitsStrengthen product development and management as well as sales skill for cross sellingMinshe

37、ng should build up strong and coordinated channel management capabilitiesGrowth business and scale fast as well as being more efficient and better managedCustomerProductsChannelsCompetitionFor Corporate Banking,Minsheng should continue to focus on large corporations in key industries with tailored b

38、anking solutions For Retail banking,high net worth and the mass affluent customers in major cities presents highest growth and profitability potentialPrioritization of new products should be in place to ensure product effectiveness and overall alignment with banks strategy Product design should be w

39、ell coordinated with channels and other products to increase campaign and cross-selling effectivenessMinsheng need to build ability to carry third party productsBranches will be the primary access channel for retail customers and Minsheng should grow branches according to retail BU needsMinsheng sho

40、uld also develop and coordinate alternative channels such as internet,phone-banking and RM team,to better serve business unit needs Minsheng need to grow fast in asset size in order to compete and to avoid becoming acquisition target when market is open after deregulationMinsheng should leverage seg

41、mentation and differentiation competitive strategy to minimize direct price competition with strong playersMinsheng is a leading commercial Bank in China both in corporate and retail bankingUpdates on VisionSpecific Strategic ActionsA.T.Kearney Minsheng CB Replacement/VP Update#1 12Strictly Confiden

42、tialTo achieve these aspirations Minsheng must quickly transition to the business unit concept,and consider the necessary trade-offs on the key operating model driversBusiness Unit Structure Transformation Operating Model DriversOperating Model DriversKey Question?How and when can Minsheng transform

43、 from managing at the business line level to across multiple business line level?Line of Business ManagementCustomer Ownership ManagementChannels and Delivery ManagementProduct ManagementOperational ProcessingInternal Management and ControlRisks ManagementWhat mindsets and capabilities should Minshe

44、ng build in order to transform into a truly customer-centric organization?With the proliferation of products and delivery channels how can Minsheng ensure consistency of customer experience?How should product development and management be handled without losing local knowledge and needs of customers

45、?With the back-office consolidation exercise underway,what should be the interim and end-state for the operations function?How will Minsheng enhance corporate management and control in transitioning towards the business unit structure?When will Minsheng require enterprise risk management and when wi

46、ll it be possible?Business Unit Concept Cornerstone of Transformation Updated by WilliamA.T.Kearney Minsheng CB Replacement/VP Update#1 13Strictly ConfidentialFor example,Minshengs current product management effort is decentralized whereas many leading banks adopt a more centralized approach at the

47、bank levelProduct Management Strategic Choice ExampleLine of Business ManagementCustomer Ownership and ManagementChannels and Delivery ManagementProduct ManagementOperational ProcessingInternal Management and ControlRisks ManagementAt Local LevelAt Bank LevelMinsheng in 2004Minsheng by Mid 2006Ideal

48、Operating Model DriversCentrally CoordinatedResearch and Analysis Summary:Most of the leading banks run their product management,design and manufacture function as a bank-wide effortBanks separate their product design and manufacture works from distribution works to improve specialization and effici

49、encyThree notable characteristics:New product approval is centrally supervised and assessed Product development and management function resides with each respective business unit.(Example,HSBC personal finance group drives the development of retail products)For products that need special skill and s

50、cale,specialized product manufacture subsidiaries can be established.(Example,Societe Generale set up product manufacturing subsidiaries within the group)Preliminary Recommendation:Minsheng follows a centrally coordinated model by setting-up product design and manufacture function in the business un