Governance and Management of Operational Efficiency

To ensure consistency of objectives and day to day 
developments, it is necessary to develop a unique control of the entire work area operationally and in terms of its development (projects). Cells respond directly support the daily needs of internal customers will be directly attached to the same manager as the study of cell changes (service projects) and project management.
Besides coordination facilitated the centralization of information on operational activity will also provide indicators for monitoring the activity complete and advanced.
The establishment of centers contributing to the development of operational efficiency of the organization

The division of operational efficiency can significantly increase the operational efficiency of any Bank by reducing the complexity of the process, facilitating the evolution of organizations, reducing the overall cost of the activity level of service or greater .
This structure also facilitates the response to the need for continuous development [1], ensuring consistency in its scope, and contributing directly to facilitate the work of projects and developments of its clients through its dedicated service and expertise.

For the pole reaches these goals, it will first identify the activities conducive to a centralized asset value and define the services 'operational' and 'projects' to enlist the broader scope of users. The identification, definition, implementation and establishment of the trajectory of evolution of the cluster operational efficiency will require to use an approach to take into account all the dimensions (budget, governance, expertise, information, human resources, IT etc.

The Division of Operational Efficiency

The division of operational efficiency based on a concentration of three assets that are the information, expertise and resources. Only structures to achieve the concentration of these three assets are likely to be centers of operational efficiency in its own right.
Vis-à-vis the information, the division will have a role as manager, owner or clearing house (broker). It therefore has a good command of a large set of information and / or complex, which will provide added value to share with its customers.

Developing the Sources of Operational Efficiency

The establishment of centers of operational efficiency can significantly increase the operational efficiency of the entire Bank and facilitate response to the need for continuous development . However, we must first identify the activities that could constitute sources of operational efficiency. As we mentioned above, will be sought primarily in activities that allow centralization of three assets: information, expertise and resources. Joint ownership of these three assets pave the way for a wider range of services on the perimeter of activity. This offer will consist of both services 'operational' and services for projects.

The problem is then to identify and evaluate the essential features of the future organization activities among distributed so far among multiple services or multiple entities. The search for sources of operational efficiency is generally only addressed through the analysis process. This approach is now well understood by operational staff. It also allows you to link to the Planning of IS which is also based on the description of the process.

This approach processes seek to identify redundancies, gaps, points of blocks. However, the search for sources of operational efficiency should also focus on service delivery to customers, whether operational or project: What are the services provided to date? What are the extensions of the scope that would significantly enhance service delivery and to benefit a greater number of actors?

Objectives Of Operational Efficiency

The division of operational efficiency is also involved in coordinating and facilitating changes in the scope of activity which he is responsible.

* Operational mission: deliver in-house or external service
o Shared: used by all clients (which requires a sufficient level of both standardization and adaptability to customer needs)
o Quality: ensuring a high level of service,
o Integrated: consistent with the possible developments and other services (the same principles or standards, consistency of information ...).
* Strategic Missions: alignment with corporate goals
o In terms of scope of activity: both operational manager of the service and project management strategy on the field, defining the principles and standards of practice and evolution,
o In terms of process, users of these services: the service of development projects for the integration of services,
o Financial issues: cost reduction in service level or above.

The establishment of centers of operational efficiency should facilitate changes by developing the flexibility of the organization. This distinguishes them from the pooling of services that do not necessarily generate earnings in excess of centralization of the means.
In terms of implementation, the creation of a center of operational efficiency is not in the pooling of existing services but rather to develop an internal provider with a service offering clean.
Key features of the poles of operational efficiency

To effectively perform its duties, the division of operational efficiency will:

* Involve activities for which it is actually possible to concentrate three types of assets: the expertise, resources and information,
* Be resolutely turned towards the customers either returning customers or projects of development,
* Be provided with a governance and management processes adapted.

Organizational Challenges

In today's competitive (aggressive competition in the credit rates, price competition in the online banking ...), research to optimize the margin does not tolerate weakness in the quality of service provided to customers and time control of operations with these clients. This requires change in the existing organizations to increase efficiency in resource constants.

At the strategic level, the connections between stakeholders require when they occur to review fully the organization of internal functions become redundant or competing. Moreover, the conduct of political expansion (purchase of subsidiaries abroad, in particular) need to be integrates in various kinds of institutions (specialized activities but varied regional specificities ...) quickly and efficiently. The goal is then to integrate these institutions spun in standardized processes of the Group (in order to master the complexity of management) while making them benefit in return, services and assets that will support their development (discharge of certain activities centralized management, benefit sharing relating to the purchasing capacity of the Group, providing resources such as infrastructure group ... SI).

To meet the regulatory requirements (Basel II, MiFID ...), projects involving many entities set up new processes intended for the management and regulatory bodies.

These developments guided by the strategy or imposed by the regulatory and competitive environment combine to create a situation of permanent change of internal organizations. This is reflected by the increase in the frequency of reorganizations, the constantly changing service delivery entities, changes in scope of responsibility ... information systems must then accompany this change permanent, which generates significant expense. In addition, some priority changes (particularly regulatory) limit the possibilities of devices in parallel developments. Indeed, they are faced with schedules that do not always maintain a path for the information system progressive and consistent.