BANKING SPECIAL Eelco Kaan At the same time, the Operations and FL teams were busy improving the quality of the cliënt onboarding and cliënt support. Dedicated implementation teams were established to help assess the cliënt needs and coordinate cliënt implementation and hand over to support. Van Wolferen: "All these actions resulted in improved cliënt satisfaction from fïve and six to a level of more than seven within one year, which is rather exceptional. Nowadays, we are also performing load and stress tests on both the software and the infrastructure to be able to predict how many customers and transactions we can support from an IT point of view. Together with the load COS can handle from a customer service point of view, we are able to offer reliable predictions of how many new customers we can onboard. Before we started the taskforce, the proof of the pudding was sometimes in the eating." Now that Rabo Cash Management has been adapted for small and medium enterprises in the Netherlands, can corporate customers abroad use the same system? 'There are a few customers that use this system in other countries," says Van Wolferen. "Flowever, our first priority is to continue the rollout in the Dutch market. Some of our banks abroad use domestic solutions, and in the future we want to interconnect those, but there are no specific plans in place at the moment." a strategy towards more global coordination and governance," says Kaan. 'The GFM side of the bank has been a global operation for years, but in corporate banking we have just scratched the surface. There is a long way to go before we will have all our systems in line, but it is also important to take care of local specifics. We want to stay close to our local clients, so we need to keep an eye on local differences - and regulatory differences, of course. But moving towards global governance helps us align all local activities and improve our unified interface with customers. It is a balancing act, especially because local differences also offer an opportunity to learn from each other and have a continuing dialogue about improvement." Van Wolferen gives an example of local differences. "In Hong Kong, our web portals are different from those in Europe, simply because Chinese clients prefer flashy information. Our websites in that region are developed with more 'bling' built in. In western cultures, banking portals are more understated. Those differences have to be taken into account. Sometimes one region is ahead of another, simply because, for instance, mobile banking has evolved more in that specific part of the world. We can all learn from that experience. Quite frankly, I am looking forward to getting the opportunity as new global head of Corporate Banking IT to organise, for example, workshops between our IT staff in the Netherlands and our colleagues in California, as I am sure there is a mutual interest in exchanging ideas and experiences/'a Rabobank Group is not a typical one-size-fits-all organi- sation. So how does ITOPS deal with the dilemmas between central and local initiatives? 'There is, of course, MAY 201 RI WORLD

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