Operational Efficiency in Financial Services

09:15

Introduction to the IEA

09:20

Chairman’s opening remarks

SESSION ONE: DEFINING YOUR OPERATIONS STRATEGY: EXAMINING THE KEY DRIVERS

09:25

PANEL DISCUSSION

• Is cost control the number one priority and how much scope is there for further cost reduction?

• How are changing customer expectations influencing operations strategy?

• What impact are higher capital requirements and tighter regulation having on operations?

• Is operational risk increasing and how can it be tackled?

• How can operations plan for future growth and when will there be a return to innovation?

Julian Hynd

Director, Change & Strategy, NS&I

Mark Selby

Retail Integration Director, Banco Santander

SESSION TWO: IMPLEMENTING SUCCESSFUL OPERATIONAL CHANGE

09:55

Adopting the right approach to change management

Speaker to be confirmed

10:15

INTERVIEW - Integrating European operations: understanding the benefits and costs

Mark Selby

Retail Integration Director, Banco Santander

10:35

Advisory session

10:55

Questions

11:10

Refreshments

SESSION THREE: DESIGNING LEAN PROCESSES FOR EFFICIENT OPERATIONS

11:40

CASE STUDY: LV= - Improving operational capability and delivering cost saving through a lean methodology

This session will outline how Liverpool Victoria has applied lean principles to increase operational capability and successfully drive out cost. Delegates will receive an in-depth insight into this project, right through from training and development programmes to the removal of waste and integration of manual processes.

Rob King

Head of Process Improvement, LV=

12:00

Advisory session

12:20

Questions

SESSION FOUR: SHARING IDEAS ACROSS THE FINANCIAL SERVICES INDUSTRY

12:30

PEER-TO-PEER DISCUSSION

Delegates will now form discussion groups at their tables. The questions for discussion are indicated below. There will be thirty minutes allotted for group discussion, and fifteen minutes to feedback conclusions to the chairman.

What innovation and change is needed to emerge from the recession in a strong position?
How can financial services providers improve customer service and retention most cost effectively?

13:15

Lunch

SESSION FIVE: STREAMS

STREAM A: MAXIMISING THE COMPETITIVE BENEFITS OF SOURCING

14:30

Implementing a successful sourcing strategy: making the right decisions

John Knowles

Director, IT and Offshore Operations, Allianz

14:50

Advisory session

15:10

Building a successful outsourcing partnership

Steve Briggs

Head of Strategic Partnerships, Co-operative Financial Services

Biography

Steve is Head of Strategic Partnerships at the Co-operative Financial Services where he is responsible for managing the strategic relationships with key IS suppliers.

When he joined CFS in 2007 he was Head of Management and Control where he was responsible for supplier strategy and management in the project delivery function as well as finance, performance measurement, demand management, risk, process management & QA as well as a Project Office.

Prior to CFS Steve worked for Barclays for four and a half years. In that time he managed the relationship between the CIO and the international and wealth businesses. Latterly he was responsible for managing the strategic relationship with Steria and was heavily involved in the renegotiation of the Barclays’ Xansa outsource deal.

Steve has also worked for Xansa and Scottish Hydro-Electric in Edinburgh and Perth.

He is married with two children, is a keen fell runner and runs the local Cub Scout pack.

15:30

PANEL DISCUSSION AND QUESTIONS

• Will the appetite for outsourcing continue to grow in the challenging economic climate?

• Do sourcing decisions take sufficient account of non cost related benefits?

• How has the economic downturn changed the relationship between outsourcing vendors and financial services organisations?

• How is increased concern over data protection affecting outsourced functions?

• Offshore vs. onshore – how is the business case changing?

• Will we witness significant growth in KPO?

• How important is the customers’ perspective when making offshoring decisions?

John Knowles

Director, IT and Offshore Operations, Allianz

Steve Briggs

Head of Strategic Partnerships, Co-operative Financial Services

Biography

Steve is Head of Strategic Partnerships at the Co-operative Financial Services where he is responsible for managing the strategic relationships with key IS suppliers.

When he joined CFS in 2007 he was Head of Management and Control where he was responsible for supplier strategy and management in the project delivery function as well as finance, performance measurement, demand management, risk, process management & QA as well as a Project Office.

Prior to CFS Steve worked for Barclays for four and a half years. In that time he managed the relationship between the CIO and the international and wealth businesses. Latterly he was responsible for managing the strategic relationship with Steria and was heavily involved in the renegotiation of the Barclays’ Xansa outsource deal.

Steve has also worked for Xansa and Scottish Hydro-Electric in Edinburgh and Perth.

He is married with two children, is a keen fell runner and runs the local Cub Scout pack.

STREAM B: IMPROVING THE EFFICIENCY OF TECHNOLOGY INFRASTRUCTURE

14:30

Developing a high performance IT strategy

Bruce Jennings

Head of Information Technology, Strategy & Planning, National Australia Bank Group

14:50

Advisory session

15:10

Assessing the business case for virtualisation and cloud computing

Speaker to be confirmed

15:30

PANEL DISCUSSION AND QUESTIONS

• What are CIOs key objectives for the future? - How is their role evolving?

• How can the board’s understanding of IT best be improved?

• Assessing the changing vendor-customer relationship: is greater collaboration likely?

• How can increasing risk and the rising cost of data protection be addressed?

• How are applications developing and are organisations keeping up to date with new user-friendly applications?

• Is virtualisation and cloud computing the way of the future? – how great will the take up be?

Panelists to be confirmed

Bruce Jennings

Head of Information Technology, Strategy & Planning, National Australia Bank Group

STREAM C: OPTIMISING STAFF PRODUCTIVITY AND ENGAGEMENT

14:30

Engaging employees in the efficiency drive

Tony Brown

Managing Director, People and Change, Friends Provident

14:50

Advisory session

15:10

CASE STUDY: ICICI Bank - Implementing performance management practices: maximising staff productivity

In this session, a representative of ICICI Bank will provide delegates with an in-depth insight into how ICICI is achieving operational efficiency through enhanced staff productivity, the approaches and processes put in place, and the measurable improvement it has delivered.

Susan Baldwin

Head of Operations, ICICI Bank

15:30

PANEL DISCUSSION AND QUESTIONS

• What aspects of operational change do staff find most difficult?

• What is the right approach to training staff on new systems and processes?

• How can operations and HR departments work together to design more effective processes?

• How can the right balance be struck between implementing new processes and retaining staff flexibility?

• Measuring the benefits of increased training: how do you calculate the return on investment?

• What are the most effective leadership models at all levels of business?

Tony Brown

Managing Director, People and Change, Friends Provident

Susan Baldwin

Head of Operations, ICICI Bank

16:00

Refreshments

SESSION SIX: RESOLVING THE CUSTOMER SERVICE/COST REDUCTION CONFLICT

16:30

Advisory session

16:50

Enhancing customer satisfaction and retention whilst managing costs effectively

Darren Cornish

Head of Customer Intelligence, AXA

Biography

Darren is a dynamic figure often seen scaling walls and crushing ice. He has been known to remodel train stations on his lunch breaks making them more efficient in the area of heat retention. He translates ethnic slurs for Cuban refugees, writes award-winning operas and occasionally treads water for three days in a row.

He woo's women with sensuous trombone playing. He can pilot bicycles up severe inclines with unflagging speed. Is an expert in stucco, a veteran in love, and an outlaw in Peru.

Using only a hoe and a large glass of water, Darren once single handedly defended a small village in the Amazon basin from a horde of ferocious army ants. When bored, he builds large suspension bridges in his garden.

He is an abstract artist, a concrete analyst and a ruthless bookie.

Darren once read ‘Paradise lost’, ‘Moby Dick’ and ‘David Copperfield’ in one day and still had time to refurbish an entire dining room that evening. He has performed several covert operations for the CIA.

On weekends, to let off steam, Darren participates in full contact origami. Years ago he discovered the meaning of life, but got drunk and forgot to write it down.

He has won bullfights in San Juan, cliff-diving competitions in Sri Lanka, and chess tournaments at the Kremlin. He has played Hamlet, performed open-heart surgery, and spoken with Elvis. Oh, and to be honest, he recently joined AXA as their Head of Customer Intelligence and is tasked with helping further the recent improvements to customer experience while producing value to the business.

17:10

CASE STUDY: AVIVA

John Gilbert

Customer and Operational Excellence Director, Aviva

17:30

Questions

17:45