^ew Mandate GMA What's NewS Issue 4 April 1997 ri organization 13 The Global Management Team Administration (GMA) is now working under a new mandate. It has become responsible for the coordination of OPEX. GMA is one of seven policy committees and management teams launched in late 1996 to work out the details of our international cliënt focus strategy remains to meet reporting requirements in the most efficiënt and cost-effective way, to provide customer value, to reduce operational risk and of course to keep costs at a minimum,' Van der Meer continues. 'To meet these goals, it became clear that we needed to establish a clear distinction between strategie policy making, on the one hand, and execution, on the other.' Hence the decision to centralize the implementation of OPEX in the hands of the GMA. This body is composed of representatives from the offices, the functional business lines, as well as the head office. All parties concerned can now directly take part in the definition of priorities, the execution of policy, and the absorption of associated costs at the appropriate level. rom left to right: Henk van der Stelt (Managing Board, and chairman of the team) and the other members Ruut Schalij (Utrecht), Bert Bruggink (Control), Hanno Riedlin (Managing Board), Bob Benoit (New York), Cindy Kwong (Hong Rong) and David Owen (Sydney). The Team has a twofold task, explains its secretary Douwe van der Meer. First, it stimulates and enables information exchange on administrative issues throughout the Rabobank International network. As such, it is an important catalyst for our knowledge-driven network organization. Secondly, its responsibility includes both the facilities and conditions under which the business plans articulated by other management ^ams can be implemented. ORGANIZATION DESIGN The information-intensive nature of banking, means that any strategy implementation is inevitably tied up not only with computer networks but the design of the organization itself. Success hinges on details. For example: Are the lines of communication such that information can reach the right people at the right time? Are the systems and processes themselves both secure and cost- effective? Can they be used to meet business requirements as they evolve - so that products can be brought to market fast? With this fact in mind, it was decided last month that the GMA will take on the task of coordinating the OPEX (operational ■^.xellence) programme activities. (Until recently, OPEX reported to the Business and Operations Systems Steering Committee, abbreviated BOSS.) 'Overall, the goal of the GMA and of OPEX BEST ANSWER 'Given the complex interaction between a wide number of projects presently under way, this seemed the best answer in terms of available knowledge, priorities, and cost control.' Among the essential issues that figured prominently in the Team meetings is management information. The offices have each installed information systems to monitor local business. The OPEX programme managers have investigated the possibility of taking a common approach to management information systems - both locally and globally - in a project known as known as RAMIS. A dedicated task force, which cooperates closely with a number of offices, is considering this and more decentralized alternatives. Another important topic is security. The Team has discussed the current status as well as plans to increase the security level and awareness within Rabobank International. Other additional issues that have been discussed in the GMA are electronic banking and the selection of a new trade risk system. HONG KONG SYNERGY 'In electronic banking, Hong Kong is enhancing our digital interfaces (or connections) with clients,' remarks Cindy Kwong. 'In cooperation with Global IT we also held a small survey that showed From left to right: Sjouke Postma (Hong Kong), Len Steffen (Utrecht), Erni Kahle (Global IT), Adrian Whiteman (Luxembourg) and Douwe van der Meer (team secretary). that 8 offices already have a form of electronic banking and another 15 see it as a necessity. The GMA has agreed on a local approach for Hong Kong but we will try to maximize the synergy with other offices, for example in possible functions and applications.' Hong Kong is also involved in the selection of a new trade risk management system. This project - which is called Interdoc - is coordinated by Jos Hurks in Utrecht. Hong Kong, Singapore, and New York have been selected to participate in a 'test drive' of applications that have been short-listed for selection. (Crucial issues will be the quality of the client-bank interface as well as the processing functionality.) Our approach to the Interdoc project is a good example of the importance of cooperation between offices - a teamwork that is essential if our Customer Focus strategy is to succeed. All of the issues mentioned above, as well as the continuing plans of OPEX, will be discussed at a forthcoming meeting in New York, which will also consider a three-year plan on the strategy of administration in relation to other global business plans. The GMA Team meets once every two months in a different office for two-day sessions. GMA KRIJGT NIEUWE ALGEMENE OPDRACHT Het Global Management Team Administration (GMA) krijgt een nieuwe algemene opdracht.GMA-secretaris Douwe van der Meer legt uit dat zijn team een tweeledige taak heeft: ten eerste het stimuleren van informatie-uitwisseling over administratieve zaken binnen RI en de verantwoordelijkheid voor de faciliteiten en ten tweede voorwaarden scheppen waaronder plannen van andere managementteams kunnen worden geïmplementeerd.

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blad 'What's news' (EN) | 1997 | | pagina 13