Business Process Excellence For Financial Services

Leveraging the latest process excellence tools to increase
control, enhance innovation, reduce risk and drive growth
Conference: 17th & 18th April 2012 - Pre-Conference Workshops: 16th April 2012 - NEW YORK CITY

Who Should Attend? Attendees will represent
financial services companies including:
Heads of IT, Data and
Infrastructure including:
 Retail banks  Asset management
 Investment banks firms
 CIO / COO / CTO / Director  Private banks  Investment vehicles
 VP / Heads of Re-engineering  Commercial banks  Trading houses
 VP / Heads of / IT Director  Insurance companies  Clearing and settlement
 Chief Architects  Pension funds houses
 VP / Director of Operations  Loan and financing firms

What did delegates say about IQPCs 2011 Business Process
Excellence for Financial Services forum?

Business Process, Transformation, “Valuable tools and approaches to increase BPM adoption.
Improvement & Operational Unit Heads Excellent networking opportunities.”
including:
Director IT Architecture, Nationwide Insurance
 VP/Head of  VP/Head of BPM
Process Excellence  VP/Head of “Extremely valuable!”
 VP/Head of Lean/Six Sigma
Process  VP/Head of Bank Vice President, Citigroup
Management Services
 VP/Head of  VP/Head of “I think IQPC provides excellent opportunities for
Business Process Enterprise
 VP/Head of Architecture
conferencing, learning and interacting with peers etc in the
Change Delivery  VP/Head of area of strategic change and transformation including
 VP/Head of Business supporting methodologies, models and tools AND sharing
Service Quality Transformation experiences! Being in the USA for this event was a new
 VP/Strategy and  VP/Head of
Operations Process experience for me after participating on some occasions
Transformation already in London. Interesting, a little different, yet much
also similar.”

Senior Transformation Manager, Nordea


Monday, 17th April 2012: PRE CONFERENCE WORKSHOPS
Workshop A 09.00 – 12.00 Service Oriented Architecture and Business Process Management: A Comprehensive Approach to
Business Performance

 Ensuring sustainable ROI through your implementation efforts with BPM and SOA best practice
 Achieving the most productive integration between BPM and SOA programs across your business through technology, methodology,
and governance
 Optimization of project delivery methodologies and approaches to maximize process consistency and delivery efficiency
 Defining common metrics, goals and strategies to achieve optimal business enablement
 Continuously capturing feedback data and identifying improvement opportunities to sustain the change

Workshop B 12.30 – 15.30 Technology as an enabler: Business Process Management Suites (BPMS) and how to leverage them
to best support process management approaches

 Driving BPM to deliver increasing levels of business value
 The different BPM technologies available, the key differences and the benefits for your programme
 The different delivery platforms (Cloud, opensource, software etc) and the opportunities and risks associated with each
 How to get the most out of your technology investment: leveraging BPMS as an critical enabler to process understanding,
management and control

Workshop C 16.00 – 19.00 Defining the value of process excellence using measurement: Establishing the metrics and KPI’s
that best fit you and your organisation

 How to use metrics in your processes
 Establishing a BPM metrics approach
 Using metrics to measure process improvements
 Quantitative vs. qualitative measurements: finding the right balance
 Techniques for quantifying non-quantitative measurements
 Reporting value and BPE programme ROI: what does success look like?


TUESDAY APRIL 17th 2012: CONFERENCE DAY 1
08.00 - 08.30 Registration and refreshments

08.30 - 08.40 Chairpersons opening remarks

08.40 - 09.20 Creating and sustaining business value – and growing revenue - through business process excellence
programs
OPENING
KEYNOTE  What are the critical capabilities needed to develop an integrated, enterprise-wide process excellence approach
to improve business agility and seize and sustain growth opportunities?
 What are the top ROI opportunities that can be exploited to drive value and accelerate time-to-outcome?
 How new strategies and technologies can be utilized to prevent capital leakage
 Transitioning your process excellence strategy from cost-out to revenue growth
 How can process excellence ramp up revenue growth while increasing control and reducing risk?

9.20 – 10.00 Process re-engineering and development: Designing the perfect process model for your business

 Using process modelling to move form ‘As-is’ processes to designing future process states
 Starting with the end in mind: Weighing up different factors and goals when modelling future state process
Case Study across the business
 How to most effectively leverage the latest modelling tools to predict and ensure optimal business results form
business process improvement and management implementations

10.00 - 10.30 Coffee & Networking

Structured 1-1 meetings

10.30 - 11.10 How processes drive business performance: Why is Business Process Management critical for
organisations today?
Vendor
 What’s driving the organisational agenda? And how does BPM support that?
 What’s happening at C-suite/business level that is making BPM important?
 The evolving nature of BPM: Where are we today and where do we need to be tomorrow?
 Why is the business coming to an understanding of BPM? And what can BPM do for the business?
 Defining the end goal and guiding the journey. What does true enterprise process maturity look like?


11.10 – 11.50 Leveraging business-driven enterprise solutions to drive transformation programs to successful delivery

 Large-scale change vs. continuous improvement: translating strategy into enterprise-wide implementation
 Delivering sustainable, broad-scale enterprise process improvement: creating the framework
Case Study  Re-engineering end-to-end, customer facing processes: connecting the dots between strategy, process,
operations and IT
 Bridging the gap between business and technology by integrating and aligning BPM with IT practices
 Using BPM systems to rapidly enable transactional processes, enhance customer delivery and deliver
sustainable and immediate improvements in workflow.

Ben Mellett , VP, Strategic Initiatives, Retail and Business Banking, CIBC

11.50 – 12.50 Lunch & Networking

12.50 – 1.20 Based on specific technology needs and key areas for investment from the community, quick fire test drives will run in
parallel for all attendees in the exhibition hall. Demonstrations and product outlines will be delivered at the sponsors
exhibition stand and included on the official agenda.
Technology Test
Drives Technology/product demo slot is available for the following areas:

 Process mapping / Process modelling
 Workflow management software
 Data visualisation/dashboarding
 Business Activity Monitoring (BAM)
 Business/operational Intelligence
 Cloud based BPM
 Case management
 Document Management
 Project and portfolio management
 Case management
 Social BPM
1.20 – 2.00 Removing barriers to change: Creating a sustainable Systems of measurement: Leveraging and
business process excellence culture interpreting metrics to optimize process
improvements
 Striking a balance: encouraging innovation to create
 Calculating the true value of process excellence:
a pull for improvement while driving change through
Going beyond financial metrics
the push from senior management
 Choosing the right PEX metrics – those that are
 Is change management a critical element of BPM?


How much effort and attention should be given to directly connected to strategy and performance
managing change?  Quantitative vs. qualitative measurements:
 Driving change to the corporate environment - and finding the right balance
anticipating and dealing with the consequences  Using performance and process metrics to
 Developing a strategy to gain buy-in from your change organisational culture
workforce
 Building internal connectivity and collaboration in a
decentralised framework?

2.00 – 2.40 Creating a customer driven business process
Crossing the boundaries of functional silos to achieve architecture
cross-functional collaboration with increased
transparency and process optimization  Learn how to connect your data and analytics
capabilities to define processes tailored to
 Uniting business and IT improving your customer service
 Using process-centric analysis to eliminate
bottlenecks by focussing on end-to-end process and  Using SS to benefit the customer experience
flow
 Crossing the boundaries of functional silos to achieve
cross-functional collaboration with increased
transparency and process optimization
 Removing costly and inefficient variation by deploying
standardised processes and systems across the
organization that retain the flexibility to adapt to
varying levels of maturity

2.40 – 3.10 Coffee & Networking



3.10 – 3.50 Process Governance: Achieving process based MDM and BPM: Increasing the visibility and
advantage in the current economic and regulatory accuracy of data for decision making across the
climate organisation

 Defining the responsibilities of process owners With increasingly complex, virtual and global
 Overcoming the middle management hurdle: businesses, the quantity of data collected surrounding
Achieving a culture change from the middle out into operations is not only increasing significantly, but
the organization increasingly globally dispersed within virtual networks.
This means, the need for Master Data Management
 Engaging and training your middle managers to
and real time business and process intelligence is
create the infrastructure to achieve and sustain
crucial in order to get an accurate picture of the
continuous improvement
organisations real time operations and support critical
 Identify how your current process improvement tools
decisions around operational and process
can be uses and integrated smoothly into a broader
improvement/management.
BPM framework coupled with existing Enterprise
Architecture and IT
 What is big data? And why is data management
important to Process and operational leaders?
 Increasing the visibility and accuracy of data to
aid intelligent decision making and increased
responsiveness
 Developing a process for creating and changing
master data in applications

3.50 – 4.20 Structured 1-1 meetings

4.20 – 5.00 The PEAK PERFORMANCE challenge: How to stretch your individual performance to the limit and achieve
excellence!

Performance and Jim Steele is truly one of the most charismatic presenters in the business world today. Addressing organizations
throughout the globe, Jim has the proven ability to deliver material that inspires, educates, and entertains. He is
Change Keynote
fascinated by the nature of peak performance and what to do to get this level and sustain it. So much so, that he has
spent much of the last decade working with highly successful individuals from business and sport, seeking to
understand not just what makes these people tick, but what makes them tick so much faster, stronger and longer.
Jim is a tireless reader, gradually piecing together his own unique take on peak performance, particularly The Success
System that Never Fails by W Clement Stone and Success Through a Positive Mental Attitude by W Clement Stone and
Napoleon Hill as having been particularly influential. Jim has worked with around 40,000 delegates since his highly
successful “Breakthrough to Peak Performance” book was published some 10 years and still inspires many high
performing individuals in business.


His passion for excellence and results has led him to address audiences consistently every week across the globe, and
his energy, insight and great sense of humor creates a massive impact whenever he in on stage. You will not fail to be
inspired and realize in the moment what you can truly achieve.
In this fascinating keynote discover, understand and learn;
• How you can reach peak performance and achieve excellence in any role
• What turns average performers into high performers
• How to apply a structured but simple approach in your business that will make the real difference

Jim Steele, International Speaker on Performance, Meta-Lucid

17.00 Chairperson’s Day one Summary

Close of Day and Networking Drinks


WEDNESDAY APRIL 18th, 2012: CONFERENCE DAY 2
08.00 - 08.30 Registration and refreshments

08.30 - 08.40 Chairpersons opening remarks

08.40 – 9.40 The new regulatory climate: The impact and implication of new regulatory powers on process excellence
programs
REGULATOR
PANEL  Helping your company protect itself and look good before the regulator: Using business process excellence
tools to ease the regulatory load
 Why compliance must be seen as part of a long-term process excellence strategy

Invited regulatory agencies include:

FSA
Federal Reserve Bank
FINMA

9.40 – 10.20
Building future competitive advantage by taking a proactive approach to regulatory compliance

Case Study  Leveraging the current regulatory climate as an opportunity to drive change
 Creating a compliance culture: approaching compliance as part of an enterprise-wide process excellence
strategy
 Leveraging compliance synergies across the enterprise by formulating and designing fully integrated processes
 Creating a risk awareness culture through training, communication and process improvement to minimize your
continual expenditure
 Optimising process frameworks to mitigate as well as measure operational risk

Alan Demers, Vice President & Chief Quality Officer, American Express Company
10.20- 10.50 Coffee & Networking



10.50 - 11.30 Dynamic regulation, dynamic organization, dynamic processes: Leveraging BPM in the new regulatory
climate
Case Study
 Uniting disparate technologies to create a coherent, efficient compliance architecture
 Restructuring data flows to increase control and compliance
 Assessing the impact of proposed process changes in order to prevent greater operational risk
 Adopting a process-driven approach to data management and the execution of compliance practices to ensure
that all appropriate checks and audit trails are in place and can be carried out in a streamlined, automated
fashion
 Increasing process integration and automation to
o Improve accountability
o Increase management visibility is increase
o Enforce compliance policies
o Improve alerts and audit trails

Brenton D. Harder, Managing Director and Head of Operational Excellence, Credit Suisse AG

11.30 – 12.10 Enabling operational intelligence for the responsive and agile enterprise: Combining process intelligence
with business analytics for increased insight

 Linking process to performance for increased insight
Vendor and Case  How well do you know your business? Linking business and real time operational intelligence into BPM
Study platforms for greater awareness and responsiveness
 Are BI, OI and BAM stand alone disciplines or should they be integrated as part of the BPM process? How is
best to manage this from an IT ownership and governance point of view?
 What new platforms are now available that allow BI and BAM to feed into and create real time dash boards for
use in Business process improvement and key decision making? How can these be used to best effect to
optimise business value?
 Linking business and operational intelligence information to complex event processing to solve operational
anomalies quickly
12.10 – 1.10 Lunch & Networking

1.10 – 1.50 Business Process And Beyond: Technology, Innovation And Agility

 Enterprise BPM: Creating an global process architecture to support enterprise wide BPM
Special Edition  In today’s increasingly complex global organisations is creating one enterprise architecture really possible?
BPM Visionary And if so, what does it look like?
 How do you move from a functional modularity and siloed frameworks to an enterprise system for Business


Panel Process Management
 Creating a enterprise architecture for optimal service delivery: Creating a true end-to-end process approach
that links to SOA and the next level of customer orientated architectures
 Creating uniformity across the organisation: Joining up data and information across different legacy
technology and process infrastructures across the business

1.50 – 2.30 Process Improvement and Risk Management: How to leverage Business Process Management to mitigate
critical operational risk
Case Study
 What is the relationship between quality, BPM and risk management?
 How can you integrate risk management tools into your BPE framework?
 Assessing the level of risk in proposed process changes
 Doing a risk assessment: where is the most operational risk in your business?
 Developing appropriate analytical methods to determine leading indicators of risk so you can proactively
address sources of risk and rapidly resolve continuing risk issues arising in your business

2.30 – 3.00 Coffee & Networking


3.00 – 3.40 Taking a new look at your customers and stakeholders through the BPM lense

This discussion session explores potential strategies and tools within a BPM framework for optimizing business
Roundtable processes with a focus on service delivery for your external and internal customers and stakeholders. How can BPM
Discussion Groups optimize the collection and analysis of customer/stakeholder data and process data to find the synergy for a continual
growth and service plan?

 Defining a customer focused data collection strategy to drive your business based on customer needs
 How to engage staff to reform their thinking to a client-centric mindset
 Seeing the customer and stakeholder benefit at the end of every process design to ensure you prioritize areas
for future improvement based on maximum business impact
 How to review your processes based on negative feedback


3.40 – 4.20 Mapping your vision for the future of global process improvement: Where should you be focussing your
continuous improvement efforts?

Panel  Defining a Lean future for your business by first assessing your existing business model
 Where should you be focussing your continuous improvement efforts?
 Getting a clear picture of your programmes strengths and weaknesses
 Driving higher productivity: what are the key tools you need now?
 Examining core and non-core processes to optimise what you do best – and outsource the rest
 Moving beyond Lean and Six Sigma: transforming your improvement management system

4.20 Chairperson’s Closing Remarks

Conference Adjourns

Business Process Excellence For Financial Services

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