OPEX - ON TRACK
FOR EXCELLENCE
6
it development
What'S NewS Issue 2 February 1997
The goal of the OPEX (operational excellence) program is to further the
objectives of the bank's Client Focus Strategy by creating a common
Standard of operational excellence across the network. Common systems
are essential if we are to better serve our clients' needs and increase
efficiency throughout the bank. Implementation of these 'common
systems' has already started - in London and Dublin. Erny Kahle, head of
global IT and operations and with ultimate responsibility for the OPEX
program, explains.
As our global activities continue to
expand, the need for operational
excellence through common systems
becomes increasingly crucial. Global is the
key word here, not only in terms of
systems, but also in network involvement.
This international involvement has been
enhanced by the flattening of OPEX's
existing structure. At the same time,
program management will ensure
standards of internal control so that
IT ONTWIKKELINGEN
Ontwikkeling op het
gebied van IT is essentieel
voor onze dient focus
strategie. Als wij op operationeel gebied
niet in staat zijn kwaliteit te bieden dalen
onze kansen in de markt. De implementatie
van de nieuwe systemen is gestart in
Londen en Dublin. Door voortdurende open
communicatie met alle kantoren zal het
systeem flexibel blijven en niet geënt zijn
op de wensen van een of twee kantoren.
implementation can proceed in
consistently and competently.
OPEN COMMUNICATION
Following substantial input from the User
Committees, the implementation sequence
has now been determined. London is first,
followed by Dublin, but the implementation
teams are not limited to local Rabobankers;
staff from other offices will be involved so
that lessons learned during the project can
be applied to subsequent implementation
sites. Wherever possible, design choices will
be made to keep the system as flexible as
possible so that the model does not turn
into a 'London or Dublin specific' solution.
'The continued close involvement of all the
offices through the open communication of
shared problems will be critical to the
success of the program,' Kahle says.
'Appropriate resources have been allocated
and the project is receiving full attention
from top management.'
RESHAPING THE LANDSCAPE
This is clear from the decision taken in
Erny Kahle joined the bank as head of
Global IT last June bringing to Rabobank
14 years of experience with a major Dutch
merchant bank. Among other activities
there, he set up an international IT
Operations network based on a common
systems model.
December 1996 which led to a flattening
of the OPEX structure. 'The stream
structure is being phased out in favour of
a more unified organization,' confirms
Kahle. 'This is to ensure efficiënt
communication and decision-making as
well as to increase the involvement of all
offices during the planning and
implementation stages.' Essentially, the
program is reshaping itself around a new
unit called Global IT. The overall aim of
the IT program is to create inhouse ability
to scan the banking landscape and quickly
seize opportunities wherever they appear.
COMPONENT STRUCTURE
Given this aim, it is hardly surprising that
the new unit will be comprised of several
functional components. One will oversee
global development and another will look
after support and architecture. There will
also be components to handle
implementation, infrastructure, and
strategie MIS. For example, the
implementation component - as its name
suggests - will be responsible for putting
systems in place. It will also look after the
adaptation, or upgrading, of various older,
non-core systems spread throughout the
network.
TOP PRIORITIES
Implementation in London and Dublin
concerns core systems (ATLAS, RAMIS
and ABACUS) and is already underway.
Support is being set up. Implementation
plans for offices yet to be established are
also being developed. OPEX's less
hierarchical structure will give all the
offices more input into the way the
program develops as well as providing
additional means for ensuring that
relevant parties are fully informed of all
crucial developments. 'A lot has already
been accomplished,' Kahle says.
'MicroBanker, the system selected for
small offices, went live at the new
Budapest office on January 6. The
international Communications
infrastructure for E-mail is almost in
place: only a few offices are still waiting.
High priority for the coming year will be
security and development and
implementation of tailored MIS, with
Internet/Intranet developments not far
behind.
