David cindric services coverage - 201505

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Agenda
Who is David ?
References Cases
Historically & Current Context
The influencers & The Digital impact
Challenges ... as Models from years 2000 are not ready for future
Prospects/Customers to target + Sector SWOT Analysis
David’s Added Value
Financial Industry
Financial Services - Some ideas & Topics to develop Lux market
Topics to develop
Proposed portfolio
How to ? ….. What’s in ?
Applicable case : Linking Costs optimization with Portfolio
Investments & Efforts to prepare portfolio
Luxembourg Competitive Landscape - Big 4 and Target Operating Model

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PERSONAL INFORMATION
- Nationality: Belgian + Croatian
- Marital status: Cohabitant
- 2 Kids: Marijela (7Y) & Adrijan (5Y)
- Born in Brussels, 7/09/1971 (43Y)
LANGUAGES
- English : Fluent
- French : Mother Tongue
- Dutch : Bilingual
- Serbo-Croatian : Bilingual
- Luxembourgish, German : Intermediate understanding
- Spanish : Intermediate understanding
PEOLE MANAGEMENT CAPABILITIES
- Coaching, Mentoring, Team spirit
- Analytical Skills, Empathy
- Interpersonal Skills, Change Management
- Respectful, Open-minded, Empowering people
SOFT SKILLS
- Strong Negotiation capabilities
- Problem Solving (able to understand real root cause)
- Figures sensibility (revenue, margins, turn over, etc.)
- Leader, Creative, Rigorous, self-educated
- People Motivator, Good Communicator
- Objective Oriented, Determined
EDUCATION
- 1999: Marketing Communication
3rd post-academic cycle - with honors at ICHEC
- 1998: Sales & Marketing Management
3rd post-academic cycle - with honors at ICHEC
- 1994: Bachelor in Commercial Sciences
FUNCTIONS EVOLUTIONS
- Enterprise Account Manager
- Department Manager : Consulting & Managed Services
- Managing Director
- Senior Consultant (free-lance, owner : Advise & Optimise SA)
TRAININGS
- People Management, Talent Motivation & Coaching
- PSF Good Practices / Compliancy, Boardroom selling, etc.
- Methodologies : IT/ Business Alignment (Agile, etc.), ITIL, Etc.
INDUSTRY KNOWLEDGE
- Banking : BCEE, BDL, BEI, BGL, Bil, ING, CA, KBL, SGBT
- Fund : Alter Domus, BP2S, Caceis, Clearstream, Fideuram, HSBC,
Mizuho, Natixis, Nomura, RBC, Schroders, State Street
- Other financial : ADTS, BCL, Cetrel, CSSF, Kneip
- Insurance : Axa, Bâloise, CLV, Lombard, Swiss Life, Swiss RE
- Others : ArcelorMittal, Cactus, Champ, Ferrero, Hellef Doheem,
Luxair, SES Astra, SNCT
IT SKILLS
- Operating System : Windows 8.1 - Mac OSX - Android
- MS Office 2013 (Word, PowerPoint, Excel, Outlook), Lotus Notes
- CRM & HR Systems : Siebel, SAP, Microsoft Dynamics
- Project Management tools : Clarity, MS Project
- Cloud technologies : Google, Microsoft, Dropbox
- Others : Visio, Mindmap, Lync, Sametime
PERSONALITY
- Positive, enjoyable, humorous, passionate, eager to learn…& Geeek
Who is David ?

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David’s Added Value
- Large knowledge of IT Landscape/Organisations (How it must work,..)
- Bringing IT as Business enabler (ex: the branch of the future, …)
- Passionate by Projects with Business Value : Analytics, BI, Digital, Cloud, ECM, etc.
IT Transformation/
Operations optimization
General Knowledge in
Financial Industry
(FA, TA, Retail, …)
Cost Efficiency PSDC / Legal Archiving
/ ECM
Analytics (BI, BSC)/
Data Management
Digital / Social Media
Cloud Services / Service
Catalogue
Program Management
BCP / DRP
BPM / Business Rules /
Desktop Publishing
Contracts & Purchase
Optimization
Business & IT Alignment
IT Strategy
General knowledge in
Risk / Compliance /
Legal & Security
David
Sales Coaching
Business Development
Services Company Support
From Strategy to Operations
Governance Organization
Optimization

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BGL, BP2S, Cardif
(All 14 Lux entities)
1st BNP Paribas Territory Project
• Outsourcing of All Service Desk, +/- 9.000 End-Users Devices (Desktops, printers, Mobiles, etc.) and Packaging activities
• Aligning Governance (New Territory Team), Processes, SLA, KPI, Resource Units, Delivery Models, Tooling, etc.
• TCV (5 years) : From 14 millions to 9,7 millions
• Delivery Team : 30-35 people
David’s role :
• Write RFP
• Organize qualification meetings (market scan) to define which provider will receive RFP, based on their capacities and added-value to deliver activities
• Participate to requirements workshops (Processes review) with main entities and alignment between them
• Drive complete Business Case study covering all entities
• Build Competition Matrix for provider selection
• Prepare all information for Audit department (incl. security) due to outsourced activities and for legal/compliance to respect internal/ external regulations (CSSF)
• Project Management + P&L follow up
• Deliverables definition on provider side + writing internal documentation (when processes or some activities were missing or not up to date)
• Writing Frame contract including 15 schedules (KPI/SLA, Penalties, etc.)
• Help within negotiation process : giving information to pressure prices + terms and conditions (text review)
BCEE
Re-writing the Core banking application
• All functional domains existing at BCEE were covered: credit cards, loans, investments, private banking,etc. …
• Workload : Up to 54 developers (Off-shore)
• Duration : 1 year
David’s role :
• Write Proposal + workloads review
• Participate to all qualification meetings before selection
• Participate in negotiation process
• Once selected, participate to requirements workshops
• Preparing complete "testing" proposal (UAT) + POC implementation follow up (manual Vs automated based on mercury tooling)
• Deliverables validation
• P&L follow up + Gaps as project in fixed price
Kneip
Transforming the complete IT landscape (OS, Collaborative tooling, Back-end systems including monitoring)
• 4 on-site consultants
• 250 users : +/- 650 K
David’s role :
• Participate to requirements workshops
• Documentation & Deliverables validation
BGL BNP Paribas
Program Management : Neos Migration (incl. Compatibility Application testing)
• Project size : +/- 3.000 man/days
• Scope including different providers to manage
• Duration : 2 years
IT Transformation - Reference Cases 1/2

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Natixis
Transforming the complete IT landscape (OS, Users privileges, Back-end systems)
• 4 on-site consultants
• Duration : 8 months
David’s role :
BGL BNP Paribas
Program "Fold in" : Integrating Business Units coming from BNPP within BGL BNP Paribas (impact on systems, apps, etc.)
• Functional coverage : all businesses except Fund & TA activities
• Managing directly 3 Project Managers + 1 service delivery Manager - complete team : 18 people
David’s role :
• Program Management (2 meetings/Week with Customer due to program size and large number of activities)
Zurich
Implementing all Lux IT environment Based on Group Decision
• Team of architects, system engineers
• Duration : 6 months (starting from scratch)
David’s role :
• Technology provider : Dell
Alter Domus
Transforming partly the IT landscape to implement new “standards”, IT base for company expansion
• Implement IT infrastructure within new acquired subsidiaries (Netherlands, Singapore)
• Team of architects, system engineers
• Duration : +/- 2 years with several projects between 3 to 6 months
BGL BNP Paribas
Complete infrastructure redesign due to ESB (Websphere) implementation enabling better processes urbanization (covering web Banking transactions, etc.)
• Duration : 3 years
• Team of architects, system engineers, developers (to support applications changes due to major migration)
• Value : +/- 2,4 millions
David’s role :
IT Transformation - Reference Cases 2/2

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Analytics (BI,...) / Data Mgt - Reference Cases 1/2
Bil + RBC
1 Program to cover different topics:
• Budgeting/Planning for Bil and 50 Subsidiaries (incl. RBC)
• IFRS
• Basel II
• Cross-Business Units Customer profitability (Private Bank, Funds, Retail, etc.)
• Deal size : 750 - 950 K (Services)….. In parallel, creation of the BI Competence Center (BICC) at Bil
On Bil side + RBC side :
• Write Proposals + workloads review
• Participate to all qualification meetings before selection + functionalities demo related to latest essbase version 6.3 (data traceability needed to comply Basel 2)
• Participate in negotiation process with purchase
• Participate in negotiation process with IBM(supporting Bil)
• Once selected, participate to requirements workshops (how IFRS rules will be implemented within application)
• Project management + P&L follow up
SGBT
Finance Department :
• Controlling and ad-hoc reporting on financial data (costs, margins, by activity, etc..)
• Budgeting/planning, cross-charging and Consolidation
Private Banking (Customer Profitability Analysis), Custody activities
• For all those activities, automated reporting, ad-hoc and simulation/analysis tools were put in place (incl. alerting on KPI)
• 5-7 on-site consultants
• Deal size : 380 - 500 K
David’s role :
• Participate to a limited number of requirements workshops
TrefilArbed
For Trefilarbed, Worldwide Sales Forecast
• “What if analysis“ enabling Sales & acquisition prices based on Iron stock exchanges evolution, local market prices, types of customers, volumes ordered, etc.
• In scope were also covered following financial elements : order (capacity) management, invoicing treatments, costs of logistics, stock management, budgets and
margins calculations.
• Deal size : 750K
David’s role :
• Participate to all qualification meetings before selection
• Building POC to validate project by Management and Business teams
• Participate in negotiation process
• Participate in some requirements workshops
• Project management + P&L follow up
Odyssey Odyssey Asset management (Triple A reporting) : Sub-contracting for all Private Banking customers (BGL BNP Paribas, Banque Cantonale Vaudoise, etc.)
Arcelor For ArcelorMittal Corporate, Consulting activities to review all budgetary processes (including International standards in terms of accountancy)

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Analytics (BI,...) / Data Mgt - Reference Cases 2/2
BGL
BI Competence Center implementation : Governance, Processes, technology roadmap to cover topics such as :
• Basel II, Basel III
• Funds value (NAV)/lifecycle
• All Business Units reporting needs
• All financial reporting
BICC : Team of 20 FTE (internal + external)
Regarding the BI Competence Center :
• Conducting and preparing all workshops/meetings related to Governance, organization, processes to build with business departments (request/change
management process, etc.)
Regarding activities to perform :
• Mix between customer staff and on-site consultants
• 50% of staff for change/delivery + BAU - Other 50% for new projects implementation
• For new projects : functional workshops based on other projects implemented at other Customers (regulatory, Customers profitability, etc.), sharing best practices,
products evolution to prepare future technical migrations
Lombard
Reporting Implementation related to Customers, funds, portfolio, etc.
Automated and ad-hoc reporting as Lombard decided to migrate core system Application
• Deal size : +/- 500 K (services)
David’s role :
• Participate to a limited number of requirements workshops
Caceis
Audit and review of the complete fund process chain (end-to-end analysis to guarantee NAV delivery on time)
• Team size : 5-7 people on-site
David’s role :
• Project management (during the complete delivery, 2 steerings/week with CIO at 9PM as they had some issues in terms of NAV delivery) + P&L follow up
• Deliverables presented directly to the CEO
ADTS
Financial Capacity Planning, Activity Based Costing and Business Units cross-charging (RBC, Dexia Banque Belgique, Bil, etc.)
Deal size : 300K (Services)
RBC Building the team related to mass « reporting » (NAV, etc.)
B Reporting on Lips-Gross to supervise and follow-up all system payments based on Custody Operations
Luxai
Capacity Planning Project and Balance Score Card covering : Optimizing : Route planning, flights filling rates, fuel consumption, link between costs, revenues, margins,
etc.
• Deal size : 500 K
David’s role :
• Write Proposal + workloads review regarding SAP BW implementation and BO reporting creation
• Participate to some requirements workshops
• P&L follow up

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BGL
LCM Octopus Project: at BGL BNP Paribas, Outsourcing of the complete legal archiving environment & Publishing department
David’s role :
• As a 1st objective, define if there was a business case by outsourcing bank’s legal archiving to a PSDC company;
All this in a phased approach (on several years) as there were several environments with different technologies (some out of date)
Topics such as hardware, software, people take-over where also included within discussions and estimates
• Creation of the RFP and document with qualifying questions to enable Provider selection
• Deep work done on the Contract template, KPI/SLA definitions, penalties and elements to guarantee the delivery and close collaboration with legal/compliance
departments (retention period, etc.)
• Different visits with bank members were organized to validate working environments (physical security, validate scope of the provided cloud application, Q&A
sessions, etc.)
• Complete Scope : outsourcing covering the take over of : +/- 40 people (including "Print shop" teams)
BCEE Cost and ROI study to "digitalize" all (historical) bank papers to decrease physical storage
AXA
For all insurance activities (life, fire, diverse risks, accidents, claims, etc.), reviewing all Business Processes to cover them in a dematerialized way.
Therefore time to operate contracts (linked to customers surveys) were usually done in a few days with a customer satisfaction rate above 85%.
This also helped AXA to better manage its capacity planning in terms of staffing (activities allocation) and complexity topics to manage (split between teams and
people).
• Access to the implemented applications was also provided to external partners (brokers).
• Number of employees : 150
• Value : 450 K
David’s role :
• Participate to requirements workshops (Processes review) with Life + IARD entities and alignment with Legal department
PWC
New intranet implementation at PWC Luxembourg based on Microsoft SharePoint.
The main objective was to provide a centralized area for information/documents collaboration to all 2400 PWC employees.
All types of information was covered : from legal information (connected to Documentum) to facilities, hotels addresses, news, etc..
To optimize collaboration between people and within Business Units (tax, audit, etc.), functionalities such wiki, blogs and discussion boards were enabled.
• Team between 2-5 people
• The project took +/- 10 months
BGL
New intranet implementation at BGL BNP Paribas Luxembourg based on Microsoft SharePoint.
The main objective was to provide a centralized area for information/documents collaboration and request services to all BGL BNP Paribas employees with a phased
approach enabling:
• In a 1st phase for IT teams (400 people) of all types of information: service catalogue, all cross-charge costs to business units, audit reports, documentation, etc.
• In a 2nd phase, implement processes to accept a maximum of users requests through the portal (request equipment, forms input for different businesses, meeting
room booking, etc.)
• Team between 4-7 people (based on roles and responsibilities)
• The project took +/- 7 months
David’s role :
PSDC / Legal Archiving / ECM - Reference Cases 1/2

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BCEE
Study to review internal processes to define Pros/Cons between centralized scanning organization/Operations and decentralized,
Main objectives were :
• Validating efficiency and people workloads for the complete scanning process (ex : when a new customer was giving its documents for scanning)
• Validating the Pros/Cons and costing elements between a centralized and decentralized way of working as decentralized pushed all the complexity to the branches.
AXA
Cost and TCO study to "digitalize" all (historical) Company papers to decrease physical storage and review all potential internal impacts in terms of organization,
processes, costs, team to work, etc. (Linked to the 1st versions of the PSDC text regulations)
• Discuss assumptions to dematerialize company papers based on coming law and taking care of Axa's internal processes
David’s role :
• Work on TCO study
• P&L follow up
Luxair
Cost and TCO study to "digitalize" all (historical) Company papers
• Decrease physical storage and reuse physical space or for internal needs or to rent them
Mizuho
• Writing RFP for Mizuho and defining their needs in terms of legal archiving :
- Software solution
- Archiving back-end solution
- Integration Partner
- Replace (some) physical archives by electronic archives
- Decreasing future physical archives (i.e. paper documents, box, rooms).
- Archives internal & external data flows to be kept, on low cost, but secure and reliable, medias
- Manage retention periods of archived documents
- Provide search facility
- Replace the existing DMS solution (Document Management System = G.E.D.)
David’s role :
• Help Company define requirements
• Delivery + P&L follow up
• Team size : 1-2 people on-site
PSDC / Legal Archiving / ECM - Reference Cases 2/2

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BGL BNP Paribas
TCO and Cost study to migrate 500 Blackberry users to iPhones
• Analyze Blackberry consumptions and types of behaviors (call, SMS, data) and Define future usage levels, types of profiles and their related budgets/quotas
• Study included devices, consumptions, technical environments (Mobile Iron) and people to manage them
• Results : Management accepted a total budget increase of 10% as : iPhones cost 3 times more, Telco contract renegotiated with +/- 50% decrease, pooling and new
policies in place
David’s role :
• Drive Complete TCO study
• Define profiles and their packages (volumes, roaming, etc.)
• Define new Bank's usage Policy
Writing RFP to challenge Telco providers
• Doing all financial simulations based on subscribed contracts (roaming, data, voice, etc.)
• Do part of the negotiation process for the Customer
Kneip
Cost and TCO study to better manage licensing contracts with Microsoft
• Financial simulations linked to architecture evolutions and future migrations
Cardif
Managed Services contract Review and Optimization
• The contract, +/- 6 million €/year, was pending since several years with BP2S who manages almost all the IT production for CLV.
• I had to elaborate a new version, which will be used as the “reference” between both companies.
Main objectives were to find an agreement between parties, decrease pressure between both companies and protect CLV interests, as a lot of elements were missing :
• Governance and related organization (steering committees for BAU activities, projects, etc.)
• Service Catalogue completeness (Resource Unit for activities, server capacity, storage, etc.)
• Operational processes description (who, what, when, etc.)
• Contract terms and obligations such as Reversibility, Hand-over, Documentation, Contract termination, etc.
• KPI (Key Performance Agreements), SLA (Service Level Agreements) and Penalties aspects
• Legal issues and alignment with BNP Paribas group Compliancy
David’s role :
• Rewrite part of the new contract or make proposals to be validated by legal department
• Challenge content (Resource Units, SLA, KPI, etc.)
• Challenge Governance and quality of delivery + clarify some scope of activities, processes, etc.
• Challenge responsibilities (RACI tables, etc.)
Alter Domus
Costs Efficiency / Purchase - Reference Cases 1/2

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BGL BNP Paribas
TCO Study related to Printing costs and New printing policy definition.
• Bank Targets : min. -50% individual printers / -25% in branches
• Results : -74% printers (MFP usage) , 400 K economy/year
ArcelorMitta
Several workshops to simplify and optimize IT landscape costs were organized to bring best practices to ArcelorMittal
In parallel, We sold :
• 100.000 pc (lifecycle on 5 years)
• HP software to standardize IT Management tooling (service desk, etc.)
BCEE
Cost and TCO study to better manage and predict contracts with IBM
• Scope : licenses, hardware, software and mainframe usage linked to architecture evolution
BGL BNP Paribas
Contracts Optimization and Providers costs decrease
Review of local major value contracts related to Services, Maintenance, Software and Hardware.
• Case by case, or launch of RFPs with a limited number of companies or direct renegotiation with suppliers (quick wins)
Ex: -200 K€/Year for maintenance contract for network equipment, same for security equipment, etc.
• On the other hand, sourcing strategy was defined to go from a « best effort » mode to a « committed » fixed price approach
BGL BNP Paribas
Within a team writing an RFP related the Bank’s BCP, I brought input/elements to focus on quality, cost control and guarantees
• Objective : a flat budget during contract duration without bad “financial” surprises
Trefi For a WW project at Trefilarbed, TCO study between BI platforms before vendor selection (BO vs Cognos)
BGL BNP Paribas
Cham
BGL, BP2S, Cardif
(All 14 Lux entities)
1st BNP Paribas Territory Project
• Outsourcing of All Service Desk, +/- 9.000 End-Users Devices (Desktops, printers, Mobiles, etc.) and Packaging activities
• Aligning Governance (New Territory Team), Processes, SLA, KPI, Resource Units, Delivery Models, Tooling, etc.
• TCV (5 years) : From 14 millions to 9,7 millions
• Delivery Team : 30-35 people
David’s role :
• Write RFP
• Organize qualification meetings (market scan) to define which provider will receive RFP, based on their capacities and added-value to deliver activities
• Participate to requirements workshops (Processes review) with main entities and alignment between them
• Drive complete Business Case study covering all entities
• Build Competition Matrix for provider selection
• Prepare all information for Audit department (incl. security) due to outsourced activities and for legal/compliance to respect internal/ external regulations (CSSF)
• Deliverables definition on provider side + writing internal documentation (when processes or some activities were missing or not up to date)
• Writing Frame contract including 15 schedules (KPI/SLA, Penalties, etc.)
• Help within negotiation process : giving information to pressure prices + terms and conditions (text review)
Costs Efficiency / Purchase - Reference Cases 2/2

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BC Expertise - Security audit on virtualized environments (infrastructure, applications, access controls, etc)
BC Expertise - Audit to review all applications deployment processes (to avoid production issues during deployments)
Od Expertise - Security audit on network and accesses, with a special focus on Wi-Fi
Cactus Expertise - Security audit on new network environments (infrastructure, applications, access controls, etc)
PW
Expertise - Based on different .Net Framework, help PWC to define its internal development framework which will be used during several years as base for all
applications developments
ING
ING conducted brainstorming sessions to think about :
• Its strategy for the coming years
• How being an attractive employer especially with the coming "Y" Generation
• Define competitive landscape including companies like Google
• To enable such positioning and evolution supported by the implementation of NWOW concept, the 1st brick was covering the BYOD approach.
This was the 1st Mobile Iron Implementation in Luxembourg to enable such innovative approach.
• BYOD had to support 300 smartphones users and in a second phase up to 900 users for the tablets (as the idea was to migrate from fix desktop to tablets which
enables you to work everywhere within ING premises)
David’s role :
• Define “Vision” and roadmap related to NWOW concept to be implemented (taking care of new ING Building)
• Drive Complete Security & Compliancy validation (ING teams and Mobile Iron Representatives were involved)
• Support ING to drive its TCO study
• Help defining restrictions to enable cost control (through MDM platform and Telco provider)
BGL
• As Digital working is a world wide group initiative at BNP Paribas group, the idea was to provide mobility and access to social media in a phased approach.
• The 1st initiative was to bring a broader usage of smartphones and some tablets to specific users.
• To support the initiative, firstly a TCO study was conducted to migrate 500 Blackberries to iPhones.
Based on the study, different types of profiles were defined (incl. budgets & volumes) and a usage policy was written.
AS iPhones were 3 times more expensive than Blackberries, an RFP and contract renegotiation process with Telco providers was launched to guarantee to the
Management a limited financial impact .
The deployment was done in a smooth way to guarantee a smooth change
• In parallel, within new Building CBK2 at Kirchberg and existing one (CBK1) some ideas coming from New World of Work (NWOW) concept were implemented
(Wi-Fi areas, library with tablets, etc.) to support the mobility initiative
David’s role :
• Drive Complete TCO study
• Define profiles and their packages (volumes, roaming, etc.)
• Help defining restrictions to enable cost control (through MDM platform and Telco provider)
• Define new Bank's usage Policy
Digital Working - Expertise/Audit - Reference Cases
Digital Working
Expertise - Audit

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BCL
Implementation of full HR ERP to cover :
• Administration and people management
• Compensation and Benefits
• Career path and management
• Recruitments (automated workflow and processes)
• Competence management and Trainings
• Absence & illness
• Dynamic organigram Management
• Dashboarding & reporting for all performed activities (Age Pyramid, salaries evolution, illness, trainings costs, etc.)
David’s role :
• 2 internal consultants + Software provider expertise to implement
SES AStra
Implementation of full HR ERP PeopleSoft
• Optimize the administration of HR processes
• Improve business processes through web technology
• Reduce non-value adding tasks
• Reduce the use of excel stand alone applications in order to increase collaboration and being able to share one version of non-redundant data
• Centralize employee and job data to support the maximum of reporting queries
• Implement a collaborative application
• Leverage in-house PeopleSoft Technology knowledge
David’s role :
• Participate to Some of the business requirements workshops
• 4 internal consultants
Hellef Doheem
Implementation of full HR ERP to cover :
• Administration and people management
• Compensation and Benefits
• Career path and management
• Recruitments (automated workflow and processes)
• Competence management and Trainings
• Absence & illness
• Dynamic organigram Management
• Dashboarding & reporting for all performed activities (Age Pyramid, salaries evolution, illness, trainings costs, etc.)
David’s role :
• 3 internal consultants + Software provider support (on-demand)
Human Capital - Reference Cases

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Financial Industry - HISTORICALLY
• Activities usually with higher margins
• Mainly driven by turnover (Sales figures)
• Customer retention was in focus, therefore some costs not enough managed :
o Services given for free, Personalization in terms of reporting, etc.
• Usually without tracking in terms of costs allocations (mainly per BU, product)
• Reporting mainly done “a posteriori” or to respect regulations… predictive/ proactive
aspects, mainly not in mindsets
• Sometimes real tariff policy was missing
• Strong Sales Management missing regarding Sales force (Customer makes mainly effort)
• Last but not least, organizations in silos

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• COMPETITIVE POSITIONING
- Competition is fierce, global (Private Bank)
Ex: UBS, HSBC scandals…
- New Competitors….in payments
Ex: Apple Pay, Amazon Credit Cards, PayPal,
Facebook
- New Competitors….in Direct banking
Ex: Hello Bank, ING Direct,
- Need to differenciate with innovative services
and high added-value
- Need to adapt offering and distribution channels
Vs online players (less costs)
• MARKET TRENDS
- Development of Passive investments
(« trackers ») and less risky products
- Customers pressure on prices
- Global Number of market Transactions
decreased
- Online players putting pressure on classical
institutions
- Products standardization and electronic
- Margins decrease on investment products
(savings)
• REGULATORY IMPACTS
- Regulatory pressure to pay the real services
value
- Regulatory Pressure and its Evolution
Ex: FATCA, Basel III, MiFID, etc..
 Requirement to « block » equity, etc.
 Impact on liquidity costs
- Costs to implement and run reporting/ control
infrastructures
- Increase in Collateral/guarantees needs
- Pressure on savings products and related Tax
• INTERNAL CONSIDERATIONS
- People, Culture, Talents retention, Age Pyramid
Average Age in Banking in France : 46 years
- Central services not ready for cross-channel
distribution (Big Data, Social Media, Digital..)
- Administration Time Vs Commercial Time
- Asset Mgt portfolio review for more coherence
- Need to activate underutilized portfolios
- Improvement in: quality Customer relationship
with more proactivity
- ICT landscape evolutions / automation
Ex: New Business Apps, manual tasks, etc.
Financial Industry - CURRENT CONTEXT
Margins are
descreasing…
(Transactions)
Costs
are increasing…
31
2 4

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Financial Industry - THE“ INFLUENCERS ”
REGULATORY
- AIFMD
- Basel III / CRD IV
- BEPS
- EMIR
- FATCA
- MiFID 2
- SOLVENCY II
- UCITS IV
And next ones…
TECHNOLOGY
TRENDS
DEMOGRAPHY
EVOLUTIONS

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Optimizing The Customer experience
- More interactivity and Services continuity (on-line portfolio performance follow
up, orders through the web, …)
- Usage simplification
- More disintermediation (no need to lose time through intermediates, Customer
negotiates things by himself to speed up process, etc.)
- Seeking ultime personalization
Operational processes transformation
- Process Automation & integration/ data extraction with
third parties (Social Media)
- Dematerialization and non-materialization
- Intelligent Data exploitation (Big Data & Analytics)
- Seeking ultime personalization
Modification of Organisations
and internal Modus Operandi
- Information sharing (Instant messaging, blogs,...)
- Home shoring, Humanoid intelligence, etc.
- Co-creation, Digital Marketing
- Open Data and Open API
- New types of organizations, Capacity planning,…
Financial Industry - THE DIGITAL IMPACT

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IT
- Transform landscape to enable
multi-channel interactions
- Integration of new technological
tools :
• Social Media
• Analytics / Data Mgt
• Cloud services
• Mobility
Industrialization + automation to
reach:
- Intelligent and “self-learning”
information system (with business
rules)
- Efficiency in front-to-back
processes
- Cyber and information security
SALES / PRODUCTS
- Re-think : Customers portfolio &
portfolio segmentation based on
Profitability
- Re-think : Scoping of provided
services and related tariff policy
- Re-think : Relationship model for
more proximity (+by distance)
- Re-think : Commercial
methodologies and standards
ex Sales people  Advisers
- Coach / help (channel) partners,
ecosystem to manage “changes”
and impacts on their side (end-to-
end)
STRATEGY /
ORGANIZATION
- Review Company Strategy and
positioning (ABC/budget allocate)
- Re-think Distribution organization
to support new relational models
- Re-think : Production organization
to better bridge “front to back”
- Re-think : Governance, Roles &
Responsibilities, format and
workforce (incl. branches if Banks)
- Enable “Orchestration” in terms of
Customer-Fin. Institution relation
- Think on how organization may
absorb future regulations in a
smooth way (seen as simple
change)
HR
- Prepare and support whole
organization for cultural change
- Train people on new ways of
working (Tools, interactions,..)
- Review Comp & Ben Model
- Talents acquisition & Retention
- Transform HR teams to recruit
new types of profiles (digital
marketing, Big Data specialist, etc)
- Re-think salary grid and job
types as new profiles (simulate
cost impact on organization and
salary evolutions on existing
profiles and people to
“transform”)
Financial Industry - CHALLENGES
Models “2K Years” not ready for future…Change is Mandatory
Main Customers evolutions Financial Industry : Challenges
Main Customers expectations
- “Mass Affluents” emergence (between retail and Private
Banking)
- Rejuvenation of Customers with financial capacities
- Customers financial competences are increasing
- Trust in financial institutions, lack of credibility in Asset
Managers/ Representatives
- Increase usage of Multi-channel and internet
- Assets/ Goods spread over different institutions
- Multichannel and internet usage increase
- Need for diversified types of investments
- More transparency and autonomy (credibility)
- Simplified products to better understand them (Trackers)
- Proactive personalized advice and proposals
- Capabilities to receive services and interact by distance
(mobile)
- Help Customers to increase their competences

21 21
Some ideas to develop financial market 1/8
ASSUMPTIONS - PROSPECTS/CUSTOMERS TO TARGET
1 2
3 4
PROPOSED SEGMENTATION FOR
PROSPECTS/CUSTOMERS (to be discussed)
CUSTOMERS TIERING APPROACH
MIX OF HUNTING & FARMING
- Retail Banking: >300 employees (TBD: 150-300 employees ?)
- Wealth & Investment Mgt: Based on number of assets/Value under
administration
- Insurance : >100 employees
- If Other ? : Let’s define it together
- Segmentation will also be based on Customers financial capabilities
(ex: smaller companies with bigger revenues/ margins, etc.)
- Tier 1 : Best Customers (almost blind consumption or open to
implement new/trendy concepts)
- Tier 2 : Correct/Good commercial relationship but cyclic (need to
strengthen relationship on long term)
- Tier 3 : Greenfield (everything must be build)
Due to relationships, some Customers expect more or less time to
be developed. The objective is to balance invested time Vs results.
DEFINE COMPANIES
TO DEVELOP FIRST
STAKEHOLDERS TO MEET
(to define per Prospect/Customer)
For each domain :
- Retail Banking
- Wealth & Investment Mgt
- Insurance (life & non-life)
In the next slides are proposed :
- A list of companies (ranking) to develop
- A SWOT analysis related to their respective sectors
- CxO level, all Board members/executives, HR Director
- Main Functions Representatives : Investment/Wealth Mgt, Retail
Banking, Corporate Banking, Life Insurance
- Business Units Managers : Compliance Manager, FA, TA, Risk,
Credit, Audit, BCP, …
As each organization empowers people differently, approach will
vary from one company to another one.

22 22
WEALTH & INVESTMENT MANAGEMENT
Strengths Weaknesses
Strong professionalism of the local workforce
Stabled legal framework
Solid experience in Fund Migration
Enviable reputation
The Fund industry is the backbone of the country,
hence constantly being supported by the government
Highly motivated workers. Thanks to the high
salaries and the quality of life that Luxembourg
offers
Strong RI Funds Market (28 % of RI Funds in EU – EUR
129 billion )
Increasing Product Demand
Strong influence in neighboring domestic markets
(50% of funds are Lux based)
Overlap among financial regulators (EU)
Frequently changing rules – making planning
difficult ( EU Directives)
Underdeveloped Fund Management sector
The university of Luxembourg cannot meet
demand for the skillset needed for the Fund
Industry
The industry relies on foreign workers
Opportunities Threats
Strong demand for servicing Onshore funds in
Luxembourg- a new phenomenon
Asset Management opportunities – Law and
incentives to support this exists
Islamic funds being absorbed by the UCIT structure
Mergers and takeovers on the increase
Regulatory convergence – information sharing
AIFMD to boost alternative Funds in Luxembourg
New Business wins from Swiss - Swiss-based funds
lack EU distribution
Migration of fund families ( Swiss based funds)
The drive for efficiency leading to consolidation
UCIT EU passport will provide more flexibility
for non-Luxembourg Management UCITS from
abroad, hence increasing competition.
Outsourcing back office work on the increase.
Watch out for Lithuania and Poland.
New regulation on IT systems following the
Bank systems failure in the UK (2012)
Rivalry with Ireland
The outcome of the current EURO zone crisis
could change the fund landscape in
Luxembourg
Watch out for massive redemptions when the
opting out of Greece is closer to reality
(Source : Monterey Insight (previously Lipper Thomson Reuters)

23 23
BANKING COMPANIES RANKING 2011
(Source : KPMG)
Strengths Weaknesses
Banks have increased their provisions
for general banking and financial risks
Luxembourg banks that are Subsidiaries'
are sometimes doing better than their
mother house
Overlap among financial regulators
(EU)
Frequently changing rules – making
planning difficult ( EU Directives)
Underdeveloped Fund
Management sector
The university of Luxembourg
cannot meet demand for the
skillset needed for the Fund
Industry
The industry relies on foreign
workers
The solidarity of the state (ex-Dexia BIL
and ex-Fortis)
-political and legal stability
Legal evolutions on secrecy
World competition

24 24
INSURANCE COMPANIES - RANKING 2013 Strengths Weaknesses
European insurance passport
Luxembourg as a hub to distribute life insurance
products among the EU
High product expertise
Investment flexibility
Life insurers can thus offer numerous sophisticated
products
Exemplary market stability (political,
economic and social), together with an
attractive legal base
For international pension funds, and thus
performing pension funds for European investors.
Neutral tax environment
No tax in Luxembourg neither insurance premiums,
nor capital gains realized on the surrender or
maturity of the contract, nor death proceeds paid to
beneficiaries. In the context of units of account
linked to Luxembourg life assurance policies,
interest, dividends and gains are reinvested gross of
any tax
Narrow and already highly penetrated
domestic insurance market
11th country in the world in terms of volume direct
insurance especially in non-life insurance business.
Local insurers mostly branches of
international groups, and thus having low
decision-making possibilities.
« PSA » status
Likely to increase flexibility and to bring about a
better work organisation and optimisation of
overheads
Strengthening of legal and tax environment
abroad
An additional motivation for international investors
to be interested in Luxembourg insurance products
Ongoing pension reform
Domestic wealth growth
Population still growing together with salary
indexation mechanism
High costs coming from Solvency II
implementation constraints + and its pending
uncertainties
Cross-border life insurance business linked
to financial markets
Sensitive and likely to be hit again by financial crisis
Deterioration of local legal and tax
environment
Scenario where Euro-zone ceases to exist
Insurers are important owners of European
sovereign bonds + depend a lot from interest rates
level
On life insurance side, mainly single
premiums
Thus business having to be renewed every year
Compagnies / Primes émises en euros Total encaissement Non-Vie Total Vie Total
CARDIF LUX VIE 2 350 456 209 - 2 350 456 209
LOMBARD INTERNATIONAL ASSURANCE S.A. 2 266 509 131 - 2 266 509 131
LA MONDIALE EUROPARTNER S.A. 2 202 511 173 - 2 202 511 173
SWISS LIFE (LUXEMBOURG) S.A. 1 961 141 716 - 1 961 141 716
SOGELIFE S.A. 1 740 966 745 - 1 740 966 745
CALI EUROPE 1 562 246 413 - 1 562 246 413
ALLIANZ LIFE LUXEMBOURG S.A. 1 087 886 086 - 1 087 886 086
SWISS RE INTERNATIONAL S.E. 1 087 880 447 1 087 880 447 -
BALOISE VIE LUXEMBOURG S.A. 874 805 768 - 874 805 768
R + V LUXEMBOURG LEBENSVERSICHERUNG S.A. 791 124 092 - 791 124 092
NATIXIS LIFE S.A. 697 370 742 - 697 370 742
ZURICH EUROLIFE S.A. 621 411 481 - 621 411 481
PRIVATE ESTATE LIFE S.A. 380 608 476 - 380 608 476
FOYER INTERNATIONAL S.A. 354 828 788 - 354 828 788
IWI - INTERNATIONAL WEALTH INSURER 353 667 180 - 353 667 180
FOYER ASSURANCES S.A. 310 068 938 310 068 938 -
SKANDIA LIFE S.A. 299 041 064 - 299 041 064
GENERALI LUXEMBOURG S.A. 259 366 872 - 259 366 872
LA LUXEMBOURGEOISE S.A. 223 027 152 223 027 152 -
VORSORGE LUXEMBURG S.A. 210 324 270 - 210 324 270
SWISS LIFE PRODUCTS (LUXEMBOURG) S.A. 203 985 359 - 203 985 359
ABN AMRO LIFE S.A. 203 858 654 - 203 858 654
THE SHIPOWNERS MUTUAL PROTECTION AND INDEMNITY
ASSOCIATION
177 994 072 177 994 072 -
FOYER VIE S.A. 152 589 963 - 152 589 963
CAMCA ASSURANCE S.A. 150 868 287 150 868 287 -
ING LIFE LUXEMBOURG S.A. 150 287 532 - 150 287 532
THE WEST OF ENGLAND SHIPOWNERS MUTUAL INSURANCE
ASSOCIATION (LUXEMBOURG)
148 499 744 148 499 744 -
VITIS LIFE S.A. 136 629 293 - 136 629 293
LA LUXEMBOURGEOISE VIE 132 865 759 - 132 865 759
ATLANTICLUX LEBENSVERSICHERUNG S.A. 129 536 009 - 129 536 009
ALTRAPLAN LUXEMBOURG S.A. 119 377 965 - 119 377 965
AXA ASSURANCES VIE LUXEMBOURG S.A. 111 823 692 - 111 823 692
AXA ASSURANCES LUXEMBOURG S.A. 102 372 573 102 372 573 -
Total 22 265 705 687 2 654 250 708 19 611 454 978
(Source : ACA - Association des Compagnies d’Assurance)

25 25
ASSUMPTIONS - TOPICS TO DEVELOP
Big Data (Predictive)
Analytics
Crowd investing Social Media Cloud Smart Banking
(Mobile)
Humanoid
intelligence
HR
Transformation
Why ?
3 simple reasons :
1) Optimize existing
financial models (cost
allocation, margins,
etc.) and implement an
automated system to
treat data more
precisely
2) Time to prepare
data for reporting
systems will cost more
and more (today
regulatory represents
~50% of all projects);
Big data enables usage
of raw data
3) How to be digital,
use cloud, social media,
etc. if your systems are
not ready to treat
information in
efficient way ?
Why ?
3 simple reasons :
1° Based on
algorythms, different
types of paterns,
Anaylitcal solutions
help to predict which
may be very important,
by example, in
financial risks analysis
(predit credit risk,
solvency risk, etc..)
2) Predictability may
be use in every
domains : people turn-
over in company,
regulatory risks, risks
of bankrupcy, asset
managers efficiency,
balanced score cards,
etc..
Why ?
2 simple reasons :
1) Like
cowdfunding,
alternative channels
to classical banks/
investors are
created; therefore 2
possibilities:
Or existing players
are leading this
trend
Or they leave this to
other players
(impact on their
revenue to be
estimated)
2) Certainly some
advisory to be
proposed in this
field
Why ?
3 simple reasons :
1) Interactive, social
media help to discover
information, to share,
to communicate and
bring some proximity
between people.
2) Companies will
capitalize a lot on
social media to
segment types of
customers, prospects
as there are a lot of
existing communities
3) Within companies, it
will facilitate new
comers integration by
giving them the
possibility to build new
relations, discover life
within company, etc..
Why ?
3 simple reasons :
1) IT Resources are
shared and payed
based on consumtions
(so capacity is not paid
when not used)
2) Enables to work
anywhere, anyplace
with different types of
applications where
access may be
distributed in a few
seconds(soft.catalogue)
3) For some activities,
no need to have a
dedicated team to
maintain some types of
environments, and/or
applications
Why ?
3 simple reasons :
1) Access your
account anywhere
2) Check your
balance before
paying somewhere
3) No need to go to
branch
Why ?
3 simple reasons :
1) Contsant quality of
work : mood doesn’t
change, works based
on business rules,
always on time , (or
battery issue),…
2) Opening a lot of new
considerations :
working hours, more
than 15 languages in 1
body, always connected
therefore real-time
information, etc.
3) Artificial
Intelligence may do a
lot (scanning and
analyzing people
reactions, treat a lot of
information)
 May help to
optimize payroll costs
Why ?
3 simple reasons :
1) Shock of cultures /
generations (C/Z) may
be quite hard as
technologies will
expand the gap
2) Companies will
certainly need exernal
help to structure all
coming changes; or they
prepare the change or
they will face a tsunami
3) Let’s use those
internal changes to
promote this service
within financial
institutions (usually
tackling subjects a
couple of years later
tahn other sectors)
Topic
Asset
Management
Banking
incl.branches
Insurance Comment
Big data X X X Big Data & Analytics  Topics to cover together as strength comes
when they are used togetherPredictive Analytics X X X
Mobility / Smart Banking X X X
Information/Content must intelligently thought to be present on any
type of device
Cloud/ external providers X X X
Service approach is key; therefore if provided internally or externally,
most important is : secure, reliable and cost efficient
Humanoid Intelligence X Mainly used for contact facing needs
Holographic Displays X Optional today, may be a must have tomorrow to interact … ex: tablets

26 26
- Company Strategy and departmental
- Governance & Organization Optimization
- Business & IT alignment
- IT Transformation
- Risk & Security
- Cost efficiency
- Contracts & Purchase Optimization
- Core Application implementation
- Business Process optimization
- Operations optimization
- Program & Project Management
- RFP writing
- PSDC / Legal archiving / ECM
- Big Data
- (Predictive) Analytics / Data Management
- Crowd investing
- Digital
- Social Media
- Cloud Services / Service Catalogue
- Smart Banking (Mobile)
- Humanoid intelligence
- HR Consulting
REGULATORY
- AIFMD
- Basel III,
CRD IV
- BEPS
- EMIR
- FATCA
- MiFID 2
- SOLVENCY II
- UCITS IV
And next ones…
“ CUSTOMERS ”
- CEO
- CFO
- COO
- CIO
- HR Director
- Legal & Risk
- BU Managers, etc..
EXTERNAL
CUSTOMERS :
- Channel Partners
- Customers
Value Scale
From “Common services” to Added-value “Digital Services”
BASE SERVICES
STRUCTURING SERVICES
DIGITAL SERVICES
PORTFOLIO - 3 Pillars:
1) Digital Services
2) Structuring Services
3) Base Services

27 27
ASSUMPTIONS - HOW TO ? …. WHAT’S IN ?
Design
- Build Content (Concept +Bricks)
- Build Demo environment
/ functional POC (if ok)
- Facts & Figures : ROI, TCO,
Quick wins, etc..
- Define Approach to sell
- Define approach to implement
/Deploy (elements to consider)
Assess
« The Concept » & Portfolio
Bricks to address
understanded results
Building the Case :
Show the Concept (+ Bricks) in
internal Presentations
- Estimate Target Operating
Model
- Estimate workloads and
investments to build
solutions + Returns
(potential earnings, image,
market coverage, etc.)
- Team building up :
Who to train, how to increase
people knowledge, type of
profiles to deliver
- Needs to support the
initiative (technology,
environment, etc.)
Understanding
- Market Trends
- Customers needs
- New Services needs
requested
- Competition Evolution
Deploy at Customers
with Monitoring (metrics to
reuse to other customers)
Promote on the Market
Test internally with
people on the bench
(if feasible)
1-4 days 3-5 weeks 1-5 weeks TBD per Topic
16-24 weeks
Operate & Review
Confirm Business Case
and ROI or TCO
8-16 weeks
Strategy
Processes
People
Technology
Programme & Change Delivery


 
David will drive and orchestrate complete process :
Internaly
- Organisation : Market & Trends follow up, Preparation, building competence center, etc.
- Orchestrate people in the delivery : Bid Mgt, proposals writing, project delivery, etc.
- Financials : building cases, investments, etc.
- Mapping business issues with IT solutions
Externaly
- Promote to market/Customers
- Manage projects
- Drive our teams

28 28
ASSUMPTIONS - INVESTMENTS & EFFORTS TO PREPARE PORTFOLIO
Big Data (Predictive) Analytics Crowd investing Social Media
Technologies to Benchmark :
Usability, management, ease to
use, ease to integrate, security,
TCO, quality of support, etc.
Big Data OpenSource Platform:
Hortonworks, Cloudera, MAPR
Flume, Sqoop, Hive, Pig, Tajo, Spark,
Hadoop
Open source : R, Knime, Mathlab,
Proprietary : SPSS, Stata, SAS,
Mathematica,
Specific to Customer environment 2 approaches :
- Based on existing ones
- For enterprises (yammer, tibbr,
zyncro, etc
- Public : linkedin, Facebook, etc.
- Tracking raising players and their
capabilities
Types of profiles needed Solution Architect (apps landscape)
Solution Architect (IT)
Technical profiles (sys. Engineers,
data mgt experts, ETL developers,
Business Line experts, asset
managers representatives,
Solution Architect (apps landscape)
Technical profiles (API integrators,
developers, security specialists, etc)
Efforts +/- 5 weeks  Team : 4-5 people
(Depending scope: multiple sources,
data treatment, volumes, etc.)
+/- 5 weeks  Team : 4-5 people
(depending scope: type of expect
results, type of analysis to drive,
number of sources, etc.)
To validate with experts (based on
complexity, type of products,
technologies to use and integrate,
targeted markets, etc.)
+/- 5 weeks
Team : 4-5 people (depending
scope: depending )
Cloud Smart Banking (Mobile) Humanoid intelligence HR Transformation
Technologies to Benchmark :
Usability, management, ease to
use, ease to integrate, security,
TCO, quality of support, etc.
Global : Amazon, Google, IBM,
Microsoft, HP, EMC/VMWare,
Salesforce, Rackspace, Citrix,
Global open source : Cloudera, Red
Hat, Joyent, Zoho, Puppet,etc.
Local : Post, Telindus,
Specific to Customer environment See what is existing on the market
Ex: Pepper Robot
Customers tools
Provider / Market tools
Types of profiles needed Solution Architect (apps landscape)
Technical profiles (sys. Engineers,
network & security engineers,
developers, API integrators, …)
Business Analysts/ Business experts
Business Analysts and experts
Specialits per area :
- Payroll
- Compensation & Benefits
- HR director
- All other HR profile necessary
Efforts +/- 5 weeks
Team : 4-5 people (depending scope)
+/- 5 weeks
Team : 4-5 people (depending scope)
 enough for a correct prototype
Define integration possibilities
with Customer’s environment
+/- 5 weeks
Team : 2-3 people (depending
scope)
CONSIDERATIONS
- As technologies are evolving (too) fast, choice must be done on « Market/ Open standards » (XML, XBRL, web services, html5, etc.)
- One of the objectives is to use « plug&play » technologies , meaning replace provider/solution whenever you want in « a click »
- Ideally, a lab based on Cloud technologies will be created to show the Case

29 29
Internal direct Costs
Direct costs engaged by
the Operations to manage
Customers and their
Operations
Activities to Manage
Cost per Team and their
allocation by Customer
Analysis related to all directs costs to manage
provided services to Customers
Front Office
Operations
Transverses
Functions
(IT, Finance,
RH, legal)
Market Costs /
Stakeholders
External treatment costs
for the Operations
• Customer
Relationship
Management
(call, meeting, …)
• Services & Products
Sale
(Research, investments
ideas, products
structuration, pitch,
roadshows, conferences, …)
• Representation Costs
• Events Costs
• Commercial discount
• Execution Costs
(Stock Exchange, market
places, Broker, …)
• Operations «Normal»
lifecycle handling
(booking, confirmation,
Securities transactions,
payments, closing)
• Anomalies handling
(Customers relaunch,
analysis, corrections)
• Exceptions handling
(specific reporting, non
standard channels, …)
• Specific handling
(IT : connectivity,
developments, reporting,
Legal: assembly, ad-hoc
documentation , …)
• Dedicated Marketing
Costs
• Generally
insignificant
• N/A
• Compensation/
Clearing costs
• Settlement/Delivery
costs
(Custodian, Swift…)
• Costs related to
collateral
(Cash, Custody, …)
Financial Markets - Asset Mgt - Approach in 2 Phases
Costs identification via Business process reviews with Strong Management implication
• MarketData costs
(Terminals, specific subscriptions per product, …)
• General resources costs/Overheads
(Offices, …)
• IT Costs
(Infrastructure, Operations, Developments, …)
• Central functions costs
(Legal, HR, Finance, Control, Compliance, …)
Reallocate indirect costs
via key allocations
Indirect Costs
General operating expenses
1 2

30 30
Financial Markets - Asset Mgt - Approach in 2 Phases
Costs identification via Business process reviews with Strong Management implication
• Achievements on short term:
o Identify hidden costs
o Spotlight Manual tasks, exception management, bottle necks, …
o Underline abnormal market costs
o Performing Modalities related to customers,
o Pinpoint wrong focus in terms Commercial / marketing efforts (customers allocation and
segmentation)
• Achievements on mid-long term:
o Better adjustments in terms of Mix Product/Price/Customer
o Identify deep transformation programs to drive (organization, process, systems) to enable
costs decrease and expected benefits
o Correctly invoice Customers with real costs of services (and related performed activities)
o Simulate potential impacts due to new tariff policies or organization changes

Common issues (Banking, Asset Mgt,
Insurance)
Common solutions Solutions
Portfolio
Need to automate processes and decrease manual tasks
 Objective 1 : lower cost of transaction or cost of product
 This also may be used for internal control / compliancy as
all information/data is logged, automated and tracked
Dematerialization & non-materialization
 Result 1a : Productivity gain
 Result 1b : Better granularity in terms of Costs allocation
 Result 1c : automated reporting for compliancy needs (to
internal and external authorities)
BPM, ECM, PSDC
Big Data & Analytics
to automate some
intelligent
treatments and
controls
If end-to-end « electronic » processes,
 Objective 1 : optimize interactions with internal and/or
external Customers/ Partners (asset managers, etc..)
 Objective 2 : Provide tooling for New Way of working
(NWOW)
 Objective 3 : manage fraud
Publishing solutions based on business Rules
 Result 1 : Personalized content (based on risk, product,
profitability, Customers with more interactions, etc.)
 Result 2 : Digital working (mobile devices, digital signature,
etc.)
Individualized
Publishing(Editique)
based on business
rules
Mobile & Cloud
Based on all internal/external information/data,
 Objective 1 : rate customer value/profitability, product
value, etc.
 Objective 2 : define product lifecycle / create new products
 Objective 3 : Sales performance/ asset managers
performance (margin generation, cost per contact,
customers retention)
Restructuring Portfolio, Customers to focus on
Validate real margins, refund value, etc.
Compare our treatment costs with competition/market
Big Data &
(Predictive)
Analytics
Smart & algorythmic
banking
Asset Management Case:
Linking Costs optimizations with Portfolio 1/3
Customers and their
Operations
Front Office
Market Costs /
Stakeholders
for the Operations
• Customer
Relationship
Management
(call, meeting, …)
• Services & Products
Sale
(Research, investments
ideas, products
structuration, pitch,
roadshows, conferences, …)
• Representation Costs
• Events Costs
• Commercial discount
• Execution Costs
(Stock Exchange, market
places, Broker, …)

Insurance)
Portfolio
Try to automate and standardize all operations including
anomalies or custom activities / exceptions to decrease
operational costs and avoid manual treatment (potential
errors)
Objective 1 : treat as much as possible to decrease the cost of a
product, service or transaction
Dematerialization & non-materialization
 Result 1a : Productivity gain
 Result 1b : Better granularity in terms of Costs allocation
 Result 1c : treat anomalies / exception in automated way
based on business rules
BPM, ECM, PSDC
Big Data & Analytics
to automate some
intelligent
treatments and
controls
Objective 2 : based on regulatory rules, guarantee that liquidity
and credits are well managed to avoid payment defects; also
include all the tax aspects
Result 2 : this covers all measures in terms of regulations
(Basel, Solvency, Mifid, Fatca, etc.)
Same as objective 1
Customers and their
Operations
Operations
Market Costs /
Stakeholders
for the Operations
• Operations «Normal»
lifecycle handling
(booking, confirmation,
Securities transactions,
payments, closing)
• Anomalies handling
(Customers relaunch,
analysis, corrections)
• Exceptions handling
(specific reporting, non
standard channels, …)
• Generally
insignificant
• Compensation/
Clearing costs
• Settlement/Delivery
costs
(Custodian, Swift…)
• Coût du collateral
(Cash, Custody, …)

Insurance)
Portfolio
 Objective 1 : HR : Employee performance
Trend analysis, turno-over, process automation, end-to-end
tasks (from job description up to evaluations), simulations,
pyramid age, etc.
 Objective 2 : IT as a Business facilitator
 Result 1a : Employee profitability
 Result 1b : Talents retention
 Result 1 c: alignment between resources vs company
strategy and what to deliver
 Result 2 : provide all necessary tooling to business and
internal people to maximize automation, reduction time in
tasks, enable anywhere any place
Business & IT
Alignment
Cloud / Mobile
BPM, ECM
PSDC
Analytics/ ECM
Social Media
Customers and their
Operations
Transverses
Functions
(IT, Finance,
RH, legal)
Market Costs /
Stakeholders
for the Operations
• Specific handling
(IT : connectivity,
developments, reporting,
Legal: assembly, ad-hoc
documentation , …)
• Dedicated Marketing
Costs
• N/A
 All optimizations are normally applicable for transverse functions

34 34
Sector Sub-Sector Main topic Sub-Topic
Finance All financial companies (Bank, Insurance) Legal, Regulatory & Compliance (Basel, Solvency, IFRS,etc)
Risk Mgt Credit Risk & Scoring
Liquidity Risk
Data Loss Prevention
Basel 3 / Solvency 2
Stress Test Simulation
Audit - Compliance Log correlation
Fraud Mgt + Trend Analysis
Quality Transactions -
Fraud Payment
Insurance - Fraud related
to contracts/ damages
Private banking Portfolio (evolution) simulation
Fund Investments Time for NAV calculation optimization
Fund performance
Providers performance
Funds evolution simulation
Margins optimization
Matrix - Some ideas to position Analytics 1/4

35 35
Cross-IndustriesCustomers Management Customer segmentation
Customer Risks for unpayment
Front-end apps customization based on profiling
People behaviour & trend analysis
Usage of social media and mobile data to have targeted customer approach (marketing, sales, etc.)
Customer value and ranking
Products Portfolio Optimization
Product Optimization
Transverse to companiesPerformance Management
Company profitability optimization
Activity Based Costing
Projects efficiency
Cross-charging
Cost models optimization and base of its calculation
Real time What if analysis
Business Rules editic reporting/analysis
Text mining to enable digital working --> show concept of NWOW !
Internal teams composition and adequation linked to sales figures and costs
Data Governance, Data Classification & Data Management
Finance & Admin Costs & Budgests simulations

36 36
Public Sector Finance - Tax DepartmentFraud Mgt + Trend Analysis
Tax declaration optimization (Based on Big data --> info related to taxed people)
Hospitals - Health Care Customer Risks for unpayment
Social Security Sejourn optimization
Capacity Planning
Fraud Mgt + Trend Analysis
Fraud Payment/ Costs
Reimbursment
Illness trends
Cost Management & organization efficiency
Police People behaviour & trend analysis
Usage of social media and mobile data to have efficient Police activities
Risk & Threat management
Stats Eurostat - Statec Luxembourg - ILRES - Other companies using statistics
Ministries Stats
Cost cutting / Costs Optimization

37 37
HR - Cross Industries People efficiency & Productivity
People turn over optimization
People motivation degree
Seek & Search People
optimization
Telecom Churn
Coverage and bandwidth optimization - Capacity
planning
Campaign marketing optimization
Fraud behavior& Usage
web Sales -
FMCG Customer and product adequation
Amazon, iTunes, eBay, Gaming companies,
other
Post & TransportRoute Optimization
Supply Chain Capacity planning & forecasting
Employee efficiency

David cindric services coverage - 201505

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