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?

Heads of IT, Data and Infrastructure including:

CIO / COO / CTO / Director

VP / Heads of Re-engineering

VP / Heads of / IT Director

Chief Architects VP / Director of Operations

Business Process, Transformation,

Improvement & Operational Unit Heads

including:

VP/Head of

Process Excellence

VP/Head of

Process

Management

VP/Head of

Business Process

VP/Head of

Change Delivery

VP/Head of

Service Quality

VP/Strategy and Operations

VP/Head of BPM

VP/Head of

Lean/Six Sigma

VP/Head of Bank

Services

VP/Head of

Enterprise

Architecture

VP/Head of

Business

Transformation

VP/Head of

Process

Transformation

Attendees will represent financial services companies including:

Retail banks

Investment banks

Private banks

Commercial banks

Insurance companies Pension funds

Asset management

firms

Investment vehicles

Trading houses

Clearing and settlement

houses Loan and financing firms

What did delegates say about IQPCs 2011 Business Process

Excellence for Financial Services forum?

“Valuable tools and approaches to increase BPM adoption.

Excellent networking opportunities.”

Director IT Architecture, Nationwide Insurance

“Extremely valuable!”

Vice President, Citigroup

“I think IQPC provides excellent opportunities for

conferencing, learning and interacting with peers etc in the

area of strategic change and transformation including

supporting methodologies, models and tools AND sharing

experiences! Being in the USA for this event was a new

experience for me after participating on some occasions

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

OPENING

KEYNOTE

Creating and sustaining business value – and growing revenue - through business process excellence

programs

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

Case Study

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

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

Vendor

How processes drive business performance: Why is Business Process Management critical for

organisations today?

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

Case Study

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

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

Technology Test

Drives

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/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

business process excellence culture

Striking a balance: encouraging innovation to create

a pull for improvement while driving change through

the push from senior management

Is change management a critical element of BPM?

Systems of measurement: Leveraging and

interpreting metrics to optimize process

improvements

Calculating the true value of process excellence:

Going beyond financial metrics

Choosing the right PEX metrics – those that are


How much effort and attention should be given to

managing change?

Driving change to the corporate environment - and

anticipating and dealing with the consequences

Developing a strategy to gain buy-in from your

workforce

Building internal connectivity and collaboration in a decentralised framework?

directly connected to strategy and performance

Quantitative vs. qualitative measurements:

finding the right balance

Using performance and process metrics to

change organisational culture

2.00 – 2.40

Crossing the boundaries of functional silos to achieve

cross-functional collaboration with increased

transparency and process optimization

Uniting business and IT

Using process-centric analysis to eliminate

bottlenecks by focussing on end-to-end process and

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

Creating a customer driven business process

architecture

Learn how to connect your data and analytics

capabilities to define processes tailored to improving your customer service

Using SS to benefit the customer experience

2.40 – 3.10 Coffee & Networking



3.10 – 3.50 Process Governance: Achieving process based

advantage in the current economic and regulatory

climate

Defining the responsibilities of process owners

Overcoming the middle management hurdle:

Achieving a culture change from the middle out into

the organization Engaging and training your middle managers to

create the infrastructure to achieve and sustain

continuous improvement Identify how your current process improvement tools

can be uses and integrated smoothly into a broader

BPM framework coupled with existing Enterprise

Architecture and IT

MDM and BPM: Increasing the visibility and

accuracy of data for decision making across the

organisation

With increasingly complex, virtual and global

businesses, the quantity of data collected surrounding

operations is not only increasing significantly, but

increasingly globally dispersed within virtual networks.

This means, the need for Master Data Management

and real time business and process intelligence is

crucial in order to get an accurate picture of the

organisations real time operations and support critical

decisions around operational and process

improvement/management.

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

Performance and

Change Keynote

The PEAK PERFORMANCE challenge: How to stretch your individual performance to the limit and achieve

excellence!

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

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

REGULATOR

PANEL

The new regulatory climate: The impact and implication of new regulatory powers on process excellence

programs

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

Case Study

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

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

Case Study

Dynamic regulation, dynamic organization, dynamic processes: Leveraging BPM in the new regulatory

climate

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

Vendor and Case

Study

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

How well do you know your business? Linking business and real time operational intelligence into BPM

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

Special Edition

BPM Visionary

Business Process And Beyond: Technology, Innovation And Agility

Enterprise BPM: Creating an global process architecture to support enterprise wide BPM

In today’s increasingly complex global organisations is creating one enterprise architecture really possible?

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

Case Study

Process Improvement and Risk Management: How to leverage Business Process Management to mitigate

critical operational risk

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

Roundtable

Discussion Groups

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

processes with a focus on service delivery for your external and internal customers and stakeholders. How can BPM

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

Panel

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

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

Documents

Business Process Excellence For Financial Services