Business Transformation Acceleration

BusinessTransformationAccelerationABreakthroughDisciplinetoAchieveStrategicGoals

DanielEspejel,6σMBB,CFSA,PMP|[email protected]| +1(469)305-7177

BusinessTransformationAcceleration– TheOpportunity

ProblemStatementFinancialinstitutionsneedtoquicklyadapttoachangingenvironmentandoftenembarkintransformationaleffortswithoutaclearunderstandingoftheircurrentcapabilities,valuestreams,informationflow,customerjourneys,andvaluepropositions.Thelackoftransparencyoftenresultsininitiativesthataremisalignedwithstrategicgoalsandfailtoturnintheproductorvaluepropositionforwhichtheywerecreated.Afewexamplesoftheabove:⬢ Aregionalbankdecidedtoimplementacannedworkflow

managementsystemtomanageitscommerciallendingbusinesswithoutahavingablueprintoftheirexistingcapabilitiespriortoinitiatingtheimplementationprocess.Asaresult,thisbankhadtospendmillionsofdollarsinchangerequestsduetothelackofvisibilityofmanualworkaroundsandprocesscontrolsnotincludedintheinitialbusinessrequirements.

⬢ Aninternationalbankhadtospendmillionsofdollarsinconsultantexpensestocreateprocessmapstosupportitsriskself-assessmentprocess,buttheresultingmapswerefragmentedanddidnotprovideanend-to-endviewofits


keyvaluestreams– whichlimitedtheirbusinessvalue.Also,theknowledgebasegeneratedbytheconsultantwasnotkeptin-house,andtheinformationitprovideddidnotallowanadequateidentificationandassessmentofrisks.Furthermore,sincetherewasnotaprocesstokeepthesemapsevergreen,theyhadtobecompletelyre-mappedthefollowingriskself-assessmentcycle.

⬢ Aconsumerunitofanationalbankwasunabletodemonstrateadequacyonitsriskmanagementframeworkbecauseitlackeddocumentationontheprocesscontrols,qualitysafeguards,andqualityassuranceprocedurestocomplywithAnti-MoneyLaundrylawsandregulations.

BusinessCaseBusinessTransformationAccelerationisabreakthroughdisciplinethatallowsbusinessestoachievetheirstrategicgoalsbydefiningablueprintoftheenterprisethatallowsthemtoclearlycommunicatecurrent-statebusinesschallenges,articulateabusiness-centricvisionforthefutureandultimately,aligninitiativestoclosethegapbetweencurrent-stateandend-state.

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BusinessTransformationAcceleration– Proposal

Process&Control

Definition

WhatBusinessTransformationAccelerationcandoforyou?ABusinessTransformationAccelerationfunctionestablishesaknowledgebasethatcapturesthecurrentstateofthebusiness,andsetsthefoundationtoachievetheorganization’sstrategicgoalsthroughthefollowingactions:

⬢ Establishesthelinkbetweenstrategicgoals,businesscapabilities,operationalmetrics,andstrategicinitiatives.

⬢ Clearlydelineateskeyprocessesandprocesscontrols.⬢ Definesthecurrentoperatingcapacityandthechanges

neededtoachieveanoptimalvalueproposition.⬢ Helpsdefinethelevelofcomplianceunderthecurrentrisk

managementframework.⬢ Supportsinternalandexternalauditsandregulatoryreviews.⬢ SupportstheSoftware/ProductDevelopmentLife-Cycle

(PDLC).⬢ Providesablueprintfornext-genstrategicplanningand

businesstransformationefforts.⬢ Helpsmanagequalityandcustomersatisfaction.

RiskManagement

BusinessTransformation

ProductDevelopment

Life-Cycle

Internal/ExternalAudits

QualityControl&Assurance

CapacityPlanning&Management

Compliance

StrategicPlanning

“DanielandIworkedtogetherearlierintheyearonthePDLCandRCSAmapping.Hisabilitytoprovidedirectionfortheteamwasinvaluable.Danielprovidedhisinputonareaswherewehadwasteandshouldcollapsesometask/steps.Workingwithhimhasalwaysbeenapleasureasheispersonableandeasytotalkwith.Ourconversationswerealwayscompellingandtheperspectiveheprovidedtoprocesseshavebeenveryhelpful.”–JenniferMerola,ExecutiveDirector,JPMorganChase|MerchantServices DanielEspejel,6σMBB,CFSA,PMP|[email protected]| +1(469)305-71773

BusinessTransformationAcceleration– High-LevelImplementationPlan

ThisproposalisdesignedtointroduceaBusinessTransformationAccelerationfunctioninamultigenerationalapproach,wherethefirst120dayswillbefocusedtoachievethefollowingShort-TermGoals:⬢ AlignBusinessTransformationAccelerationeffortsto

supportkeystrategicobjectivesoftheenterprise.⬢ Obtainearlygainsbyassessingtheoverallstateofthe

business,andlaunchinghigh-impact/short-termdeep-diveengagements(projects)inpartnershipwithexistingQuality,RiskManagement,andOperationalExcellence/ProcessImprovementteams.

⬢ GenerateinternaldemandforBusinessTransformationAccelerationservicesthroughthedevelopmentofsuccessstoriesbackedupbyarobustcommunicationsplan.

⬢ Assemblealong-term(2019)BookofWork.

Thetimelineforthefirst120daysinoperationisdividedin5phases:

1 Business andProcessUnderstanding

4 ManageProgramandOptimizeResults

5 Celebrate SuccessandDevelopalong-termBookofWork

Analyze and document the business’ governancestructure, processes, controls, data, and informationflow to align strategic goals and objectives for theshort-term Business Transformation Accelerationproject portfolio.

3 Align ResourcesandKick-OffProjects

2 AssembleBusinessTransformationAccelerationShort-Term ProjectPortfolio

Identify key areas of opportunity and develop a short-term (6-8 months) Business TransformationAcceleration project portfolio.

Align project resources and setup the governance andsupport foundation to ensure the program’s success.

Ensure continuous progress on achieving programdeliverables through rigorous project managementand change acceleration techniques.

Close projects and validate returns. Generate projectdemand through an effective brand management ofthe Business Transformation Acceleration programincluding written communications, project reviews inoperations, risk and special topic forums, and word ofmouth by senior leaders.

“WorkingwithDanielhasbeenagreatexperience.Histeamprovidesatremendousamountofvaluetobetterorganizeanddocumentprocesses,aswellasfindingefficiencyopportunities.Daniel’sworkinTP3Readinessplayedacriticalrolewhichallowsustohavebettertransparencieswithourboardingprocess.IlookforwardtoworkingwithDanielinthefutureaswepavethewayforabetterclientexperience!”– MarkMills,ExecutiveDirector,JPMorganChase|MerchantServices



BusinessTransformationAccelerationKnowledge

Base

OperationalExcellence&RiskManagement

StrategicPlanning&BusinessTransformation

OperationalExcellence&RiskManagement⬢ DefinescopeandgovernancemodelforOperationalExcellence

&RiskManagementengagements⬢ CreateRACImatrix,anddefineRolesandResponsibilities

betweenBusinessTransformationAcceleration,ProcessImprovement,IT,Audit,andRiskManagementteams.

⬢ EstablishmodeltoembedBusinessTransformationAccelerationintheChangeReadinessmodelandSystemDevelopmentLife-Cycle(SLDC)tosupportenhancementstotheprocess,andmaintaintheBusinessTransformationAccelerationKnowledgeBaseevergreen.

Deliverables&Artifacts⬢ BusinessTransformationAccelerationmaps,capacity

assessments,andreportstosupportQualityControl,QualityAssurance,RiskSelf-Assessment,Audit,andExternalReviews.

StrategicPlanning&BusinessTransformation⬢ DefineengagementmodeltoembedBusinessTransformation

Accelerationinstrategicplanning,businesstransformation,andinnovationinitiatives

⬢ EstablishDataCollectionSystemstomonitor,report,andmanageprogressofstrategicinitiatives.

Deliverables&Artifacts⬢ Executivereportsthatclearlydefinethecurrentstateofthe

business,thedesiredend-state,andtheprogressoftheinitiativesdesignedtoclosethisgap.

“Danielhasbeenagreatpartner.EversincejoiningtheCAOteam,hehassoughtopportunitiestoaddvalueandimproveprocessesAtvariestimes,Danielsetuptimewithmetobetterunderstandmyteamandmyfunctionsandhowhecouldhelp.ThemainitemDanieldeliveredformethisyearwasprocessmappingfortheRCSAprocess”– AletheaAvatara,ExecutiveDirector,JPMorganChase|MerchantServices5

BusinessTransformationAcceleration– MaturityModel,ArtifactsandDeliverables

FoundationalWork⬢EstablishBusinessTransformation

AccelerationGovernance.⬢DesignBusinessTransformation

AccelerationKnowledgedatabasetocaptureBlueprint(s)oftheBusiness.

⬢Definefoundationalblueprintstandardstocapturecapabilities,valuestreams,informationflow,andorganizationalstructure.

Deliverables&Artifacts⬢Blueprintofbusinesscapabilitiesand

valuestreams(level-2processmaps).⬢Blueprintofkeyend-to-endoperational

processes(level-3processmaps).⬢Blueprintofbusinessstrategyand

alignmentwithstrategicinitiatives(metrics,implications,milestones,stakeholders,etc.)

2 AssembleBusinessTransformationShort-TermProjectPortfolio

1 Business andProcessUnderstanding 3 AlignBusinessResources

andKick-OffProjects 4 ManageProgram andOptimizeResults 5 Celebrate Success&

DevelopLong-TermBoW

Duration 3-4 weeks

Duration 4-6 weeks

Duration 3-4 weeks

Duration 5-6 weeks

Duration 6-12 weeks

WorkPlan:TheFirst120Days


AbouttheAuthor

DE

⬢ BusinessProcessMnemonicsandNotation(BPMN2.0)

⬢ SixSigma/DFSSMasterBlackBelt

⬢ LeanCoach

⬢ Kaizen

⬢ Agile/Scrum

⬢ PMO

⬢ DesignThinking

⬢ ProjectManagementProfessional(PMP)

⬢ CertifiedFinancialServicesAuditor

⬢ Descriptive/InferentialStatisticsSME

ProjectManagement

ProcessImprovement

BusinessTransformationAcceleration

RiskManagement

⬢ ChangeAcceleration

⬢ Value-StreamMapping

DanielEspejel,6σMBB,CFSA,PMP

Enterprisetransformationexecutivewithasuccessfultrackofleadingorganizationstoachieveoperationalexcellence,enhancetheirriskframework,anddevelopnewstrategicgoals.25yearsofexperienceintheFinancial(14)andintheAutomotive(11)Industriesdeveloping,directing,andexecutingstrategicinitiatives.⬢ Processimprovementexpert(SixSigma

MasterBlackBelt).⬢ ProjectManagementProfessional

Certified.⬢ CertifiedFinancialServicesAuditor(CFSA).⬢ BusinessArchitect⬢ Storytellerwithadvancedgraphicdesign

skills.

Skills,Experience&BusinessAcumen

“Danielhasexcellentexperienceinprocessimprovementandapproachesproblem-solvingwiththatmindset.Heisconsiderate,leavingpositiveimpressions.”– ChristopherConrad,CAO,JPMorganChase|CardServices


Business Transformation Acceleration

Documents

Transcript of Business Transformation Acceleration