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1、Revised Project Approach,March 4,2005,Ensuring Successful Transformation for SDB,Copyright 2005 by A.T.KearneyThis document was prepared by A.T.Kearney for use by a joint Client and A.T.Kearney team and may not be used for other purposes,or disclosed to other parties without the written permission o
2、f A.T.Kearney,Table of Contents,I.Our Understanding of the Current Situation II.Sequenced Approach for SDB Transformation Program A.Managing the Program Office B.Creating a Dynamic Loan Database for Managing RiskC.Developing a Sources/Uses of Funds System for Asset-Liability ManagementD.Reconfigurin
3、g the Branch NetworkIII.SDB ATK Working ArrangementsAppendix:A.T.Kearney Team:Consultant Resumes,I.Our Understanding of the Current Situation,A Journey To“One Bank”SDB Transformation Program,Advisors engaged to work on a number of issues:audit,loan book,real estate,etc.Four high priority projects id
4、entified to kick off,managed by Program Office:Creating a Dynamic Loan Database for Managing RiskDeveloping a Sources/Uses of Funds System for Asset-liability ManagementReconfiguring the Branch NetworkUpgrading HR ManagementProgram Office to be implemented to oversee overall transformation programSe
5、nior management recruiting underway,Key Progress To Date,Create a new SDB a quality bank by international standardsEmbark on a journey to excellence,rather than a sprintMinimize risks to the business by adopting a sequenced transformation approach Start with selected high priority projectsSequence i
6、n other projects at the appropriate time and pace“Fix”Shenzhen first and then the rest of the bank,SDB Transformation Program Objective,Program Office central coordinating body for transformationAll advisors will report progress to Program Office for coordination and control purposesAll transformati
7、on initiatives will involve SDB managers to transfer knowledge and know-how,and to create ownership for the projectAt earliest appropriate time,transformation activities will be passed on to designated SDB managersCommunication to senior management,external stakeholders,and employees will be central
8、 to the transformation and managed by Program Office,Guiding Principles of Transformation Program,Preliminary,II.Sequenced Approach for SDB Transformation Program,Overall Transformation Program Structure,Program Office is the central,coordinating unit for overall progress update,risk management,cros
9、s-project coordination,and communication to senior managementIndividual transformation project teams will be responsible for planning and implementing the“to-be”stateFour projects will start first with varying degrees of support from A.T.Kearney and other advisors Program Office and senior managemen
10、t will assess continually the priority and timing of other potential projects to be launchedProgram office and projects managed by joint SDB A.T.Kearney team first,then transitioned to SDB team when appropriate,Description,A.Managing the Program Office,B.Creating a Dynamic Loan Database for Managing
11、 Risk,C.Developing a Sources/Uses of Funds System for Asset-Liability Management,D.Reconfiguring the Branch Network,Note:(1)Managed by other advisor;progress to be reported to Program Office on regular basis,The Program Office will be the central control and coordination body for the transformation,
12、and will oversee all related projects,Program Office,Upgrading Human Resource Management(1),Program Office,Future Potential Projects,Overall Sequenced SDB Transformation Approach,A.Managing the Program Office,Individual Projects,Establish Program Office,SDB Runs Program Office,A.T.Kearney Continues
13、to Support Program Office,Incorporate New Projects as Initiated,B.Creating a Dynamic Loan Database for Managing Risk,OR,C.Developing a Sources/Uses of Funds System for Asset-Liability Management,D.Reconfiguring the Branch Network,Project XXX,Project YYY,Upgrading Human Resource Management(1),Project
14、 ZZZ,Manage Overall Transformation Program,Evaluate SDBSituation,Note:(1)Managed by other advisor;progress to be reported to Program Office on regular basis,B,C,D,A.Managing the Program Office,Managing the Program Office Objectives and Expected Results,Central point of program management,including p
15、roject update,risk management,issue resolution,cross-project coordination and communication Regular progress update and review meetings with Steering Committee,and EXCOConstant evaluation of SDBs situation to refine priorities,identify appropriate projects to start Transformation progress stays on t
16、rack with minimal riskInvolved SDB managers trained and possess greater know-how and accountability Change management throughout Bank,Expected Results,Build up transformation management infrastructure Train SDB managers and provide holistic,transparent view of transformation processManage all aspect
17、s of transformation so as to minimize business risks and to keep progress on track Serve as central,coordinating body for senior management Transition Program Office management to SDB once running smoothly,Project Objectives,Run Steering Committee processProduce communications in conjunction with Pu
18、blic Relations department Track progress and risk metricsProduce reports for stakeholdersAnticipate project issues and put in motion appropriate resolution process Identify other high-priority projects to be sequenced into the program,Key Activities,Managing the Program Office Overall Approach,Commu
19、nications schedule Workplan tracking and reportingDetermine standard method(tools,timing,etc.)Risk managementMetrics tracking and reportingChange management program,Define roles and responsibilitiesFinalize SDB members and Steering Committee participants Arrange meeting scheduleHold kick-off session
20、s to train participants in processLaunch communications to staff regarding transformation,Managing the Program Office Key Deliverables and Responsibilities,Key Deliverables,Transformation infrastructure organizedWorking teams formed Team members trained and working plans in place Kick-off meeting he
21、ld,Program office mechanics in place Systemic program management processes,Communication programs Transformation pace on timely basis Risks minimized Training/Transition to SDB managers,Responsibility,SDB and A.T.Kearney,The Transformation Program Office has well-defined responsibilities to ensure t
22、ransformation is carried out in a coordinated and professional manner,Transformation Program Office,Overall Change ManagementOversee activities to support staff morale,Communications CoordinationEnsure internal/external communication consistent with transformation activities where appropriate,Workpl
23、an Management and ReportingEnsure coordination and identify dependencies amongst different teamsEnsure transformation progresses quickly,Metrics Tracking and ReportingTrack and report benefits/cost savings attained by each teamTrack and report metrics,Transformation Risk ManagementIdentify,raise and
24、 resolve transformation implementation risks,Coordination Among Transformation Teams and AdvisorsParticipate in transformation/cross-team meetings,analysis,decision-making,etcAlign various ongoing workstreams,and ensure communication flows constant,SDB Transformation Program Office Responsibilities,
25、Richard EllisInvestment BankersLawyersAccountantsConsultants,We will quickly set up the transformation infrastructure with clearly defined roles and responsibilities,and processes,to ensure a quick and smooth start of the program,Steering Committee,SDB/Newbridge senior management participationTop le
26、vel direction setting and decision-makingKey issues and risks resolutionMeets once every three weeks,Program Office,SDB managers to assist overall transformation processOverall program planning and coordinationCommunication of progress to senior management/stakeholdersCoordinate progress of other ad
27、visors,4 focused teams initially with participation from SDB managers and managed by A.T.Kearney(except for HR)Work planning and implementationPut forth recommendations to Program Office/Steering Committee as needed,Transformation Structure,Key Responsibilities,Transformation Infrastructure,Other Ad
28、visors,Jeff WilliamsSDB Senior ManagementNewbridge Capital A.T.Kearney Client OfficerA.T.Kearney Project LeaderProgram Office Members,2 SDB ManagersA.T.Kearney Project Leader3 A.T.Kearney Consultants,Varies based on project among:A.T.KearneyOther advisors2-3 SDB managers per team,Members,Future Proj
29、ects,HR(1),Branch,Sources&Uses,Loan Database,Note:(1)Managed by other advisor;progress to be reported to Program Office on regular basis,B.Creating a Dynamic Loan Database for Managing Risk,Creating a Dynamic Loan Database for Managing Risk Objectives and Expected Results,Preliminary,Centralized and
30、 flexible corporate loan database with appropriate IT tools and MIS to aid in risk management and business developmentEfficient processes and procedures,to maintain real-time databaseQuicker,more effective decision-making,and risk-return based portfolio,Expected Results,Create comprehensive corporat
31、e loan database which is updated on a real-time basis and compliant with IAS 39 Design and implement efficient information collection and workflow processes to ensure ongoing data completeness,accuracy,and integrityBuild proper IT tools and databases to enable credit and management to review loan po
32、rtfolio and appropriate MIS analysisPursue the most efficient,yet effective,approach to completing this exercise,Project Objectives,Creating a Dynamic Loan Database for Managing Risk Overall Approach,Key Activities,Validate project plan and responsibility with accounting firmClassify current loan po
33、rtfolio Assess current workflow processes for information collection and management Identify gaps,Define appropriate loan classification methodology Determine required data and sources Link data sources with workflow processes Define business user requirements for IT system,Identify potential option
34、s for IT system developmentDetermine“short-cut”approach for practical implementation Achieve endorsement from SDB management,Option 1:Platform Readily Available Detail technology requirements for platform design and customization Design key information collection and management processes Develop imp
35、lementation plan Option 2:Practical RFP Process Prepare high level RFP document Conduct practical vendor selectionSelect suitable product and vendorDesign key information collection and management processes,Note:(1)Depends on identified“short-cut”,could potentially skip,Implementation,Evaluate Any P
36、otential“Short-cut”Options,Determine“To-Be”Loan Classification,Validate Workplan,Define Business User Requirements,Assess Current Situation,1 Month,1 Month,2 Months,Implementation Planning,Define IT Requirements,Vendor Selection,Redesign Workflow Processes,Prepare High Level RFP,OR,1,2,Preliminary,A
37、.T.Kearney LeadA.T.Kearney SupportTransition to SDB,Creating a Dynamic Loan Database for Managing Risk Key Deliverables and Responsibilities,Key Deliverables,Responsibility,Overall project plan Gaps in data collection and management process,Loan classifica-tion and data require-ments,Accounting firm
38、,Potential options for IT implementation Confirmed“short-cut”,Option 2:High level RFPIT platform selection“To-Be”process design,Option 1:IT requirements for system constructionImplementation plan“To-Be”process design,Business user require-ments,Note:(1)Depends on identified“short-cut”,could potentia
39、lly skip,Preliminary,A.T.Kearney LeadA.T.Kearney SupportTransition to SDB,Implementation,Evaluate Any Potential“Short-cut”Options,Determine“To-Be”Loan Classification,Validate Workplan,Define Business User Requirements,Assess Current Situation,1 Month,1 Month,2 Months,Implementation Planning,Define I
40、T Requirements,Vendor Selection,Redesign Workflow Processes,Prepare High Level RFP,OR,1,2,C.Developing a Sources/Uses of Funds System,Developing a Sources/Uses of Funds System for Asset-Liability Management Objectives and Expected Results,Centralized and flexible sources and uses database with appro
41、priate IT tools and MIS to aid in ALM management,FTP,and business developmentEfficient process and procedures to maintain database,supported by appropriate IT systemQuicker,more accurate senior decision-making and reduced enterprise risk,Expected Results,Create a comprehensive centralized database w
42、hich identifies all sources and uses of funds including deposit and concentration analysis and collateral sourcesDesign and implement efficient information collection and workflow processes to ensure ongoing data completeness,accuracy,and integrityImplement appropriate analytical tools and MIS to pr
43、ovide effective information for asset-liability management(ALM)and strategic decisionsDevelop funds transfer pricing(FTP)mechanism,Project Objectives,Preliminary,Developing a Sources/Uses of Funds System for Asset-Liability Management Overall Approach,Preliminary,Key Activities,Confirm SDB business
44、focus Assess SDB current FTP and ALM practice Conduct“best practice”analysis and draw applicable lessons Identify improvement areas,Analyze deposit base and collateral sources Conduct concentration analysis and draw implications Identify FTP and ALM optionsDefine conceptual models of FTP and ALM,Def
45、ine IT implica-tions of“to-be”FTP and ALM model Define high level business require-ments,Implementation,Month 2,Month 1,Month 3,OR,1,2,A.T.Kearney LeadA.T.Kearney SupportTransition to SDB,Identify potential options for IT system developmentDetermine“short-cut”approach for practical implementation Ac
46、hieve endorsement from SDB management,Option 1:Platform Readily Available Detail technology requirements for platform design and customization Confirm scope with SDB Develop implementation plan Option 2:Practical RFP Process Prepare high level RFP document Conduct practical vendor selectionSelect su
47、itable product and vendor,Month 4,Developing a Sources/Uses of Funds System for Asset-Liability Management Key Deliverables and Responsibilities,Key Deliverables,Gaps in current SDB current FTP and ALM practice Improvement areas,Analysis on deposit and collateral sources Conceptual FTP and ALM model
48、 design,Technical implications of conceptual model Potential options for IT implementation Mutually agreed“short-cut”,Responsibility,Implementation,Month 2,Month 1,OR,1,2,Preliminary,A.T.Kearney LeadA.T.Kearney SupportTransition to SDB,Option 2:High level RFPIT platform selection,Option 1:IT require
49、ments for system design and constructionImplementation plan,Month 3,Month 4,D.Reconfiguring the Branch Network,Reconfiguring the Branch Network Objectives and Expected Results,For Discussion,Efficient,effective branch network focused on sales/deposit gatheringSome degree of centralized/regional func
50、tions to provide support to branchesReconfigured branch network aligned with demographic and geographic considerations to maximize penetrationEfficient organization structure and staffing to rebalance cost structureCost-effective real estate portfolioIncrease in consumer deposits,Expected Results,De
