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Digital Banking (Product management (Connection to Sales (WPR finding
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Digital Banking
Product management
Connection to Sales
WPR finding
Dependency on Sales for revenue, however limited influence on sales activitiesProblem statement
Potential lack of understanding / knowledge of products and offerings in sales department and marketingApproach (prio high-to-low)
- Measure availability in sales channels; is digital banking products in the product catalog in CRM?
- Until recently only E/M banking was defined as an offer
- recently Access 2 Account has been added
- Request global sales if digital banking is in scope of product readiness initiative - action Juan, confirmed
- Request finance controller revenue and margin generated per product - per geography (emerging / mature product) -
action Bernard. Details available, but complicated to match to products.
Checked with Arnaud Deudon, the offers are not in line with the products
- Request CRM listing (where in the catalog is it contained, which terminologie) from interview end-of-day - Received, analysing
-CRM analysis ongoing:
- What is the current way to market the products internally (webinars, online training session) -
action CI team, Sales portal, checked, very little information available in the Sales Portal, links are outdated
Action: check other Canals for communication with PM
- What are the business objectives, measurements (KPIs) on sales - action CI team,
from Benoit Couchon: 2 to 3 milion additional revenue
- request TOM /relationship model between sales and delivery - Action Juan,
Analysis
- Sales Readiness survey: status: Set-out currently 4 complete responses
Readiness tool is finished and available to send out. Based on Benoit, Arnaud's input and CRM, Sales Rep's are identified across the regions.
Optional in approach - we already have Buy-in from Tanguy on this.
-> Measure product awareness with a sample from sales / account execs from selected geographies -> selection of sample based on revenue figures - TBD based on results from previous actionsImpact
lack of alignment in approach: for instance: AXA Bank Belgium, as consequence no RFP
Current figures for Access to Account are known:
weighted OE 2017: total: 12640, A2A: 494
2018: total 85, A2A 75
Next step match with Sales Budget (Arnaud Deudon)
CRM access
Pre-sales has no access to CRM system
complication: No visibiltiy on the pipeline, thus no awareness on opportunities. Not involved in the right stage to partner or team to chase opportunities.
impact
Oppty within Atos for client Societe Generale case Mobile App for Africa 2016 lost due to this.Approach:
- Confirm root cause with A Deudon
- Gain access
WPR finding
1 Sub-optimal collaboration, to facilitate information flows i.e. limited input received from Sales regarding reporting, forecasting, market intelligence, competitive analysisImpact
loss of revenue: Oppty within Atos for client Societe Generale case Mobile App for Africa 2016 lost due to this.Approach
- Investigate Maturity Level based on best practice model
Status: Complete. Very little agreement between pm's (66%)
Requirements have lowest maturity.
- Discuss next steps with Arnaud Deudon
Sales rework
Finding: PM has to spend a lot of time with Sales.
1 A lot of time is spent on meeting customers.
2 questions for sales are answered multiple timesImpact
Direct Waste in time spent. Indirect waste on no time for core activities.Approach
- TLA to identify the time spent on Sales support. (% same questions, % of client meetings)
- Mail research for volume and root cause!
Finding
60% of time spent on writing specifications instead of core activity of product managers, Portfolio Management, Roadmapping, Developping the products for business readiness.Root cause
PM Skills, Product managers are more focussed on the technical rather than the business aspect of the Product Management function. This result is that there is less awareness in the Market of the product offering of digital banking, which leads to revenue loss.Approach
- Identify the time spent on other than prime activities using TLA for PM
- Deep dive in the training on PM by John Hemsley earlier: received from Arnaud
- Align with finding on Development: Specs need reviewing 2 times a week.
Product delivery
1 Product delivery could be improved with dedicated people working on products
2 Product delivery is lower in quality due to lower priorityImpact:
- Reduced quality of delivered products
- Missed innovation opportunity
Approach
- Quantify impact with SH Arnaud Deudon
- Discus options with relevant departments: DBP, Mobile Expertise & Transactions
Process
Process
WPR FINDING
From the Run -activities (monitoring, incident management) in the ‘Trusted Interactions’ team, the incident handling process causes a spike in demand of resources
- trusted interactions 10 people
APPROACH
-ISMP data requested - ongoing (access to ISMP available)
-demand & capacity; measure time-spent ESS (actuals) vs the resources file (forecast)
-request process description/ SLAs
-check if observations make sens
-interuption analyses owner
Stuart
Tooling
WPR FINDING
Development through Gitlab is sub-optimal, resulting in a decrease of the speed of development
Approach
-analyse impact of GITLAB lags
-observation (differentiate IOS vs Andriod)
-request Johan vanAcker additional information if issue is known
-check if can be incorporated in development workshop
Owner
Stuart
WPR FINDING
Delivery of forecasts and cost allocation requires crosschecking of ESS exports with ‘Ressources emploi’, which results in unnecessary workload
APPROACH
-identify people performing this activity
-process analysis to map process and analyse the impact of the ESS – “ressources emploi” crosscheck
Owner Stuart
WPR FINDING
Partial adoption of agile in development and delivery, while it delivers more employee and customer satisfaction in comparison with traditional waterfall
Constraints to move away from waterfall to full agile adoption are in part customer requirements and Fixed Price contracts
Approach
-measure current level of agile maturity with assessment
-analyse results - align with experts from DB on interpretation
-define roadmap
owner
Drago
Legal
WPR FINDING
Limited availability of legal support causes delays in the revision of the contract annex template and contract delivery This results in time investments from management on necessary but non value adding activities and in potential delays in contract handlingAPPROACH
- Investigate with legal the feasability of a new contract annex template
- Assess the level of management involvement in contract managment
Innovation
WPR FINDING
Currently no clear ownership or coordination to bring together the different innovation ideas from the teams i.e. leading to non cultivated synergies with mobility and e-transactional services
APPROACH
WPR FINDING
Lack of defined innovation process to ensure that all the good ideas from within the teams or clients are captured and looped back into the business
APPROACH
Facilitating development of innovation framework - interview with Tanguy on vision of future state
after holiday till 20th july
People
Recruitment
WPR FINDING
Unmapped on- and de-boarding process result in rework and loss of time
- Datarequest HR for the number of HC hired/leaving sent out (delayed due to holiday of local HR interim and HR contact in Blois)
- Worth to deep dive based on frequent personnel changes/use of temps. (based on received files on staffing)
--> one onboarding process created by Martin Boulanger (TL within Digital platform)
-in Digital Platform – 10 hrs per person for complete process, 0.5 - 1hr per onboarding in reality--> Ad hoc execution of steps in process (firefighting)Analysis: map current process with Martin Boulanger planned 07/07 & checks in other departments ongoing
Owners: Sebastian & Bernard
WPR FINDING
Administration within recruitment process is currently done by managers, rather than a dedicated resource
APPROACH
Validate impact of time with TLA
scope; team leader & department manager
no sample, complete population
distribution; WK27 --> Done
Results as of 6/7: 1/20
Analysis: Planned in WK 29 (present results on WPR30)
Owner: Sebastian
-
Performance management
WPR FINDING
Misalignment between individual business/ development objectives and department objectives, which therefore do not help to increase the ability to achieve the objectives of the team
request KPIs from top mgmt to shopfloor - check alignment on objectives
verify if issue occurs in other teams before deep dive
also request to management any document related to business strategy/goals
-request department objectives
first get further clarification before moving forward
Update: the finding is about the ambition the align objectives to strategical goal of the company.
ere is an individual plan for each employee on personal level.
Owner
Wouter
BASED ON FOLLOWUP SESSION 06/07/2017 -> NO PURSUIT
At the beginning of the semester the employee will meet together with their Appraising Manager to agree on SMART (Specific, Measurable, Achievable, Relevant and Time-Limited) objectives. This ensures that individual objectives are in line with the overall business objectives that are set at Management Board level.
Objectives can only be created by either the employee or the appraising manager.
Nearshore
WPR FINDING
Distance, language and cultural barriers influence the effective collaboration with the nearshore team, creating an improvement opportunity
Approach
-identify the SPOCs for the coordination of the nearshore team (Armenia, Morocco) offshore (India)
--> Ongoing
-interviews with nearshore employees
--> To be planned
Request business cases for near-shore / offshore
--> Planned in WK 28:
-identify mix of nearshore locations in project staffing
-identify activities (categories) that are outsourced
-request sprint retrospectives from teams that work with near-shore
-(evolution of )velocity
Additional time spent on management of near-shore teams;
--> Covered in TLA
analysis of JIRA output - connect with Victor Rubio should support be required on JIRA analysis for velocity
--> Meeting planned via Wouter
RE: testing
Verify if the developers also do the testing in the organizational units
identify the tools used in testing
measure level of automation in testing
owner
Sebastian
stakeholders
Jean-Charles Muenier
Timothée Devaux
Martin Boulanger
Clément Jozwiak & Jean-Olivier Laurendeau