industry HR/strategic needs

April 13, 2005

get new products to market quicker and with less money, while supporting and extending customers’ relationships with the bank.

shift some customer transactions away from branch offices and help reduce costs by eliminating the need to hire additional call center agents.

long cycle times for procurement processes at Credit Suisse needed improvement, but it needed an approach that would help reduce overall sourcing costs, improve responsiveness and accommodate fluctuations in demand.

increase its responsiveness and improve customer satisfaction, Charles Schwab was looking for a way to enable its client representatives to provide immediate, realtime advice to customers, within an existing IT infrastructure.

While Travelex’s systems had largely kept pace with business requirements, they had grown in a reactive, incremental manner. This, coupled with a large number of acquisitions, led to a disparate array of systems that were complex and expensive to maintain. Complexity also undermined Travelex’s ability to develop new services rapidly and efficiently—a “must-have” to sustain its intense level of innovation. The lack of a flexible, standard means of integrating with commercial customers presented a two-pronged threat. First, as the sheer number of proprietary connections grew, performance went down and cycle times went up, which delayed the processing of customer transactions. Second, non-standard integration made it harder for new SMB customers—many of whom had few, if any, in-house IT staff—to establish the necessary connections.

Based on a comprehensive evaluation, the firm mapped out a five-year transformational plan that will convert its business into a component-based business model, make it more agile and responsive to its customers — a

services-oriented architecture, based on open standards, to support enhanced communications and integration, and virtualization, to make better use of existing assets. Ultimately, the goal is to create a more efficient, available and resilient architecture and set of tools that will permit Schwab to deliver relevant, consistent advice in a more responsive manner–whether the customer is at an investment center, on the phone or on the Web.

an application to support internal auditing work because of modified regulatory requirements.

Until recently, insurance customers did not have the convenience of a Web self-service portal designed to meet their needs. Each insurance line of business (LOB) presented policyholders with its own Web site, and account access was not consolidated. “Without a common look-and-feel or any personalization capabilities, there was ample scope for us to be more proactive in the way we serviced our clients,” explains David Kennington, vice president of Information Systems at Prudential. “Plus, growing profits in a mature business such as insurance requires reducing costs. Moving more services online is a way to reduce customer service representative involvement in the processing of routine requests.”

Take the leadership position in the marketplace by strengthening customer service, accelerating service delivery and streamlining operational processes

“ICA members needed to adapt to rapidly changing regulatory requirements, yet remain focused on their budgets and the competition”

Improve decision making and lower IT costs by streamlining multiplatform information management infrastructure


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