La trasformazione verso un nuovo modello operativo multicanale

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1 Andrea Pettinelli Vice President, Financial Services Sector, Global Business Services, IBM Italia La trasformazione verso un nuovo modello operativo multicanale Banking Summit 2013 Milano, 26 Settembre 2013 EUROPE IOT

2 Il cattivo andamento reddituale impone scelte drastiche di revisione dei modelli operativi, in particolare in Europa Total Global ROE to Comparison of ROE and COE 2011, by region ROE COE ROE-COE Europe to US Other Developed to Asia (Non JP) Latin America Notes: 1 Based on sample of 1961 banks with eligible data, based on CAPM Source: Analyst reports, Thompson Reuters, McKinsey 2

3 European Bank Perspective The sine qua non is for banks to embrace a digital strategy to increase customer acquisition and drive down costs while improving service levels Action Reinvent the Front-office and the Customer Experience to increase differentiation and to respond to new customer behaviors and needs. Transform the distribution model and integrate the Back Office. Leverage on supplied services for non differentiating functions. Centralize support functions to better align operational risk to financial performance: Enabled by operational excellence and consistent performance measurements. Think as a Retailer To address the need for deep customer insight and a product design focus to achieve competitiveness, innovation and speed-to-market. Act Like a Manufacturer To achieve scale economies and operational excellence in product delivery. Operate as One Bank To provide specialized, scaled and cross-organization scope in areas that traverse the bank. Key Principles Omni-channel distribution model Listening to what clients say and do outside the bank (social network, digital behavior) Customer insight based on: - Interpersonal community analytics - Micro-segmentation Innovate branch format Extend/innovate product offering Customer experiences mapped end-to-end (identify, Advise, Protect, Performance) Leveraged BPM / Crossbusiness optimization Digitization (automation) Shared services optimization Insourced vs external network Pervasive metrics / transparency Extended business horizontals (e.g., customer analytics, risk mgmt) Lean, automated middle office (HR, Finance) Services oriented IT delivery Pervasive metrics ( strategy-tooperational performance dashboard) 3 3

4 Value Creation Opportunities IBM suggests that a range of cost savings opportunities can achieve cost-to-income improvement subsequently fund top-line growth and differentiation Execution Strategy Operating efficiencies and new capabilities strategic initiatives to drive income growth Act Like a Manufacturer Straight through processing Integrated Architecture Infrastructure Transformation Operate as One Bank Integrated risk management Collaborative IT transformation Information foundations generate the cost savings that fund Think as a Retailer Branch Leverage / Customer centric transformation Channel Integration Insight Engine Enablement Partner Leverage Transformation competence Transformation capacity Analytics solutions Integration solutions IT Infrastructure solutions Economies of scale Lower Factor Costs Financing options 4 4

5 End to end process from customer analytics to multichannel customer interactions Integrated & Coordinated Next Best Action Customer touch points Branches Call / Service Centers Online Banking Statements Direct Mail ATM Mobile Chat SMS Social Media.. Closed-Loop Disposition CUSTOMER DATA HUB CUSTOMER ANALYTICS PRODUCT MANAGEMENT INTERACTION MANAGEMENT CUSTOMER REPORTING Operational Data Hub (MDM) Data Warehouse Web/Mobile Analytics Unstructured Data Analytics Advanced Analytics Micro-segmentation Product Analysis Product/Offer Customization Oubound Campaign Real Time Marketing Next Best Action Customer Reporting Feedback Management 5 5

6 Lo straight-through processing è fondato sulla stretta integrazione di tre capability principali... Gestione Documenti Creazione, Accesso, Gestione Ricerca Lifecycle Management Archiviazione, Sicurezza Automazione Processi Semplificazione, regole automatiche Conformità e Controllo Simulazione, Analisi Gestione delle eccezioni Pagine Web Documenti digitalizzati Databases Gestione Documenti Automazione Processi Pratica elettronica Conformità Customer Service Revisione, Approvazione ERP CRM DWH Applicazioni Legacy Integrazione Collaborazion e Partners Clienti Fornitori Dipendenti 6 Integrazione e Collaborazione Integrazione tra applicazioni e sistemi Collaborazione tra Clienti, Dipendenti, Partner e Fornitori

7 integrate in una piattaforma unica di gestione dei processi Monitoraggio Agenti / Broker Clienti Dipendenti Gestione inbound Workstation Specialisti Amministrativi Gestore processi/regole Gestione outbound Agenti Clienti Dipendenti Fascicolo Partner Gestione inbound: Analizza, valuta e indirizza i documenti indipendentemente dal formato e dal canale; estrae i dati e comunica con il fascicolo elettronico e con il gestore del processo/regole Fascicolo elettronico: Organizza e gestisce dati e documenti afferenti alla singola lavorazione. Permette viste logiche per cliente, per area geogrfica, per tipologia di business Workstation: Quando l intervento umano è necessario, fornisce le funzioni e le interfaccie multicanale organizzate sia per ruolo che per aree di business Gestore processi/regole : Permette la gestione flessibile delle regole di business, coordina il workflow di processo che regola il passaggio delle lavorazioni, scandita anche dalla ricezione e interpretazione dei documenti, in base a regole e servizi di business. Acquisisce, organizza e assegna il lavoro agli utenti in base al tipo di documento, le capacità disponibili e il carico di lavoro Gestione outbound: Interagisce con l orchestratore per la produzione e gestione di documenti o altre tipologie di documentazioni inderizzati a controparti esterne Monitoraggio: Garantisce la visibilità funzionale e gerarchica dello stato dei processi e la misurazione di specifici KPI di performance e metriche 7multidimensionali, sia in tempo reale che in differita (carico di lavoro, livello di servizio attuale, etc.)

8 IT costs sharing is a proven and powerful lever of IT costs reduction IT costs/managed assets , Percent 0,142% - 48% Medium sized banks (In-house IT) IT Costs/branch 2011, Keuro 0,074% Panel of smallmedium banks 2 (Sharing IT Costs) IT costs sharing representing a potential of C/I ratio reduction of 2-4 points % % 83 Top 5 groups 3 (In-house IT) Small-medium banks (Sharing IT costs 3) (1) Direct deposits + loans (2) Most relevant banks sharing IT costs through outsourcing vehicle: BP Vicentina, Veneto Banca, CR Ravenna, BP Bari, Unipol banca, CR Bolzano, Banco Desio, CR Asti (3) Classification CIPA 2011 Source: KPMG Analysis, CIPA Medium sized banks 3 (Inhouse IT)

9 Italian Banks IT expenses breakdown Cash out, Million Euro Total Expense % Applications % Central HW Mainframe 700 Servers % Distributed HW 700 PC/Printers 400 ATM 150 POS % TLC 500 Data 300 Voice % Other 150 3% Source: CIPA Survey 2011, Team Analysis 9

10 Banking IT expenses by function/process area % Percentage, 2011 Non-differentiating components HQ MIS Compliance Risk Management 4,7 2,9 4,0 Support process Operations Finance & Admin Help Desk Regulatory Reporting to BoI HR Organiz./Process Management IT Processes Other Credit Management Cross Border/Foreign Currency Finance/Securities Payments Cards Branch F.O. 4,6 1,4 3,2 2,0 1,7 1,4 2,4 3,2 5,7 11,6 15,0 9,8 12,6 65% of costs allocated in nondifferentiating applications RTC 70% vs CTC 30% Overall compliance accounts for 13% Marketing / Channels Direct Channels CRM/Commercial Support 6,0 8,2 Source: CIPA Survey

11 To-be vision for retail banking IT infrastructure Components kept in house Components outsourced Description Development and maintenance of differentiating components: Channels Marketing/CRM Risk Management Planning & Control MIS Development and maintenance of non differentiating applications IT Infrastructure (central HW) Distributed HW TLC (Data) Benefits for the Client Protecting current assets/investments Maintaining differentiating factors Concentrating internal resources on mission critical activities Operational costs reduction Moving from fixed costs to variable costs (pay-per-use), for each specific service (current account and deposits, payments, mortgages, securities,...) Sharing of investments with other clients, which results in bigger IT investments Improved service levels, guaranteed by detailed SLAs 11