Greg Seaton - Presentation
Transcript of Greg Seaton - Presentation
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Enforcing good process ownership and
governanceGreg Seaton, Head of Process Excellence
October, 2011
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About AMP
AMP is the largest independent wealth
management company in Australia and New
Zealand.
We provide financial advice, products, services and
investment opportunities to help people and organisationsbuild financial security and weve been doing this since
1849.
In March 2011, AMP merged with the Australian and New
Zealand businesses of AXA Asia Pacific Holdings.
Together we are helping more people have a bettertomorrow.
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AMP Financial Services AMP Capital Investors
AMP Financial Services provides
customers in Australia and New Zealand
with:
?financial advice
?superannuation, retirement income
and other investment products for
individuals?superannuation services for businesses
?income protection, disability, general
and life insurance, and
?selected banking products.
AMP Capital Investors is a specialist
investment manager, managing over
A$98 billion1 in assets for investors.
AMP Capital Investors invests in:
?shares
?fixed interest
?property?infrastructure, and
?private equity
AMP Capital Investors also provides
commercial, industrial and retails
property management services.
1. As at 30 June 2011.
Our business
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Business Processes have a strong bearing on the
overall business performance
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Governing these Business Processes can help
control and drive the performance of the overall business
Business Performance
Business Performance
People
People
Processes
Processes
Systems
Systems
=
+
+
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The scope of governance can also affect its acceptance
Process health
Process health
Change approval
Change approval
End-to-end (including allocation, etc.)
End-to-end (including allocation, etc.)
The scope of governing these processes determines
how much it drives business performance
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Scope must include defining the difference between
Process Ownership and Business Ownership
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A certain amount of independence helps us create
a healthy tension to ensure improvements
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Scoping can also be assisted by defining a Business
Process Hierarchy as it sets each process in context
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Even without a process hierarchy,
the basic elements of a hierarchy need to be defined - processes
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Process definition (and storage) facilitates tighter
process version control and audit trail
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We are still negotiating the fine line between process maps adding value
and becoming a burden to maintain
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Process Governance is easier when your process
definitions are the actual system the business use
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The elusive BPMS dream needs to driven by an IT-savvy business
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Given all the theory, it needs to be translated into
pragmatic execution that adds business value
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Process Governors need to provide analysis instead of reporting,
and alternative solutions as opposed to rejections
1. Pull system data 2. Analyse data
3. Present recommendations 4. Execute actions / projects
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Some key aspects of our Process Governance are
working effectively and adding value
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Process performance reviewsProcess performance reviews
Process improvement projectsProcess improvement projects
Catching more process changes earlyCatching more process changes early
Helps to implement strategic itemsHelps to implement strategic items
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We are still working on the various challenges that
Process Governance brings
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Process hierarchyProcess hierarchy
Process maps vs. adherenceProcess maps vs. adherence
Driving process through BPMSDriving process through BPMS
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Evolving Process Governance to the changing
business environment keeps it adding value
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Drive more processes through BPMSDrive more processes through BPMS
Learn from AXAs hierarchyLearn from AXAs hierarchy
Build capability and distribute?Build capability and distribute?
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Process Governance can add business
value so long as it remains current, is
pragmatic, and business-focussed.
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