Digital transformation of a Credit Risk Department at Australia and New Zealand Bank (ANZ) -BASEL II

The bank used multiple sources of data to compile its monthly Credit Risk Reports for the Reserve Bank of Australia (RBA)and the Australian Prudential Regulatory Authority (APRA). This led to a higher margin of error and time spent on reconciling figures between the Credit Risk and Financial teams. This project sponsored by the C-Suite required the team to transition the business onto a new Credit Risk Platform (Moody’s Analytics/Fermat).

Industry

Financial Services

Budget

$50 million

Capabilities Applied

Digital Transformation

Business Analysis

Negotiation Skills

Workshop Facilitation

Multi-Stakeholder Engagement

Situation

Complication

The vast amount of data and data headers (CBS, Finacle, ICBS and Excel), teams that operated independently, duplicate reports being produced, getting stakeholders aligned and specifying the right requirements to the vendor were just some of the challenges faced by the team.

Action

The team of 30 undertook impact assessments to determine nature and extent of change and implemented necessary transition plans across 5 countries for people, processes, data, technology and structure.

Outcome

2.5 years undertaking that revamped the Credit Risk and Reporting Operational Framework by consolidating data and outputs across Business Units to the Reserve Bank of Australia and optimizing operations by cutting down reconciliation time by 3 working days.

Integration of the Royal Bank of Scotland (Asian Markets) at Australia and New Zealand Bank (ANZ)

ANZ Bank acquired RBS’s branches in Vietnam, Laos, Singapore, Cambodia and Indonesia. A cell was set up to integrate the local data into the Headquarters systems and engaged with its stakeholders for the digital up-skilling.

Industry

Financial Services

Capabilities Applied

Business Analysis and Consulting

Workshop Facilitation

Multi-Stakeholder Engagement

Situation

ANZ Bank acquired RBS’s branches in Vietnam, Laos, Singapore, Cambodia and Indonesia. A cell was set up to integrate the local data into the Headquarters systems and engaged with its stakeholders for the digital up-skilling.

Complication

Culture, modus operandi, local reporting requirements and management style were very different in every acquired branch. Whilst the team was engaged on a single assignment, the integration of each local market required extensive local engagement and detailed data specifications.

Action

After months of meetings to understand the end Reporting requirements from each local market, we implemented an Extract – Load – Transfer (ETL) and conducted training to front line users.

Outcome

Successful integration of South East Asia data as required by the local Australian reporting regulations.

CRM Implementation for an ASX listed property development company

The business required a solution to manage the end-to-end experience of its increasingly sophisticated customers.

Industry

Property and Construction

Capabilities Applied

Business Consulting

Stakeholder Management

Situation

The business required a solution to manage the end-to-end experience of its increasingly sophisticated customers.

Complication

Several in house systems to be consolidated into one with little cross knowledge across functions, duplicate data being handled on a daily basis, untimely reports and inability to track leads proactively.

Action

Led cross functional workshops to find touchpoints, eliminate non-value-added processes and optimise operational framework.

Outcome

Delivered new operational framework and business requirements to vendor to customise CRM.