Procesarbejdet i Nykredit, John Nielsen, Nykredit

Procesarbejdet i Nykredit, John Nielsen, Nykredit

• 1.
  Processes at Nykredit CFiR: Inspirationsdag om forretningsprocesser og agil it-udvikling 2014-10-23 John Nielsen, Analyse og metode [email protected]
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  The process challengefrom a historic perspective Number of processes increase 2 • Adding business areas, customer segments and products Complexity in processes increase • The number of IT solutions increases • Legal requirements affecting processes • Organizational changes do not always mean simpler processes
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  Process work -How it used to be • Process development primarily carried out in connection with IT projects – Process training available only in IT – focus on process mapping • Process methods centered around swim lane diagrams – Roughly the same methodological approach used – Uneven levels and different notations • Process approach based on inside-in view – How can we do wwhhaatt wwee ddoo bbeetttteerr?? – Focus on who is doing what in a process 3
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  Today - Processawareness increases in the organization • Top level management have increased process focus – Shorter, simpler processes and standardization of processes – Increased customer orientation and digitization in processes • Organizational units with process responsibility – Multiple process units – process development and maintenance – participating in projects and building competences – Process controlling and process ownership introduced • Process kknnoowwlleeddggee sshhaarriinngg – Process documentation is aligned and centralized (work in progress…) • New ways of working with processes is being evaluated 4
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  General expectations forthe future of finance processes • Increased digitization of processes – We have more employees per customer in Denmark than the rest of the Nordic countries – Cost per customer must decrease to be competitive • Increased number of self service processes – Processes that the customer understands, provides value and leave a good customer experience… and are available on multiple platforms • Change in the way we wwoorrkk wwiitthh pprroocceesssseess – Shorter process projects – we have to deliver value more frequently – Change of process paradigm 5
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  Process paradigms •Inside-in: – How can Nykredit be more effective in it’s business operations? Where we focus? Where do we look for business drivers? Inside (centered in our internal context) Outside (to a broder context) In (our own context) Inside-in Outside-in Out (to a broader context) Inside-out Outside-out • Inside-out: – How do we approach the customers in Nykredit's processes? • Outside-In: – How and when does Nykredit appear in the customer’s processes? 6 • Outside-out: – Understanding the customer's context. Is there some "contexts" Nykredit should be part of?
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  Process paradigms •Inside-in: – How can Nykredit be more effective in it’s business operations? Where we focus? Where do we look for business drivers? Inside (centered in our internal context) Outside (to a broder context) In (our own context) Inside-in Outside-in Out (to a broader context) Inside-out Outside-out Been there, done that, it works well. Still a very relevant approach • Inside-out: – How do we approach the customers in Nykredit's processes? • Outside-In: – How and when does Nykredit appear in the customer’s processes? We are improving here, but we haven’t quite found the best way of doing this yet Some of us have been talking about this for the past years… It is emerging in Nykredit 7 • Outside-out: – Understanding the customer's context. Is there some "contexts" Nykredit should be part of? I don’t think we are quite ready for this yet. We need to improve in other areas first
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  Competence challenge Whenworking with processes Do we contribute with greater insight to what Nykredit is, what Nykredit consists of and how Nykredits parts interact? Do we contribute to a greater understanding of the customers we are servicing and how our services appears in the customer's total solution? or Design the processes from an (internal) optimization angle Using methods like Lean, process mapping, etc. Design the processes around the customer experience Using methods like Customer Journey Map, Personas, etc. 8 ’Customers do not appear in our processes, we appear in their experiences’ Chris Potts, recrEAtion, 2010
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  Methods to designa customer oriented process • Understand the customers – Demographics/statistics do not provide rich enough insight. Use e.g. personas Personas (example) • Understand customer preferences – Ask the customer! Surveys, labs, etc. • Understand customer process – Use e.g. customer journey map Customer process: 'new home' Unfortunately mortgage lending is a late step in the customer journey - can we meet the customer earlier in the customer journey? Nykredit proces: 'mortgage lending' 9
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  Points to takehome • Process work requires management attention – Just like anything else you want to give focus in your organization • Primary drivers for future processes – Cost reduction – Improved customer experience • You don’t get anywhere without the right competences – Just because you can read a swim lane diagram doesn’t mean you can produce one – Competence is not static, you must continually add new competences Always choose the right method • ffoorr tthhee rriigghhtt ttaasskk – Do not use the same approach to all challenges. Create pick and pack methods and facilitate the process development initiatives in using the right approach... and be there! 10
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  Questions?