Managing complex decision-making processes in Managing complex decision-making processes in the financial…

  • View
    212

  • Download
    0

Embed Size (px)

Transcript

  • IBM SoftwareWhite Paper

    Enterprise Content Management

    Managing complex decision-making processes in the financial services industry

  • 2 Managing complex decision-making processes in the financial services industry

    Its no news flash that the financial services industry is undergoing significant transformation, driven by a global and rapidly changing business climate and new regulatory requirements. Add to that the challenges associated with managing information access, the need for greater customer insight and new imperatives to leverage social networking data, and the pressure mounts on IT and business leaders.

    In this environment, the status quo is not good enough. Financial institutions must augment or replace their current line-of-business (LOB) systems with advanced capabilities in order to deliver real-time, actionable intelligence that facilitates higher-quality and well-informed business decisions, many of which are growing in complexity.

    Not long ago, the process of opening a new bank account or executing most other banking transactions was a simple matter of visiting a branch location, speaking with friendly personnel

    and filling out a form or two. Today, however, these primary financial business processes have transformed into complex interactions. There are global name-recognition databases and terrorist watch lists to check. All kinds of credit profiling and assessments are required, resulting in more documents to collect and information to validate. Organizations must fit more complex processes into less execution time in order to remain competitive.

    Many once-simple LOB processes now have multiple components. They might interact with multiple channels, integrate with core banking systems and portals, or accommodate voice, video or biometrics validation and capture tools. As a result, processes such as account opening and loan origination have become so complex that they are outstripping the capabilities of traditional LOB systems.

    How did the industry get into this position? The financial services industry was an early adopter of software designed to automate basic customer-facing business processes such as account opening, lending and credit card issuance. Automation made these processes progressively easier to execute and more operationally efficient. However, financial institutions must now do more than simply retrofit and patch existing LOB systems to attain new levels of efficiency and competitive differentiation.

    Is your institution taking the necessary steps to take the lead in executing smarter banking practices?

  • Enterprise Content Management 3

    Many believe that the industry has reached a tipping point with respect to the responsiveness and capacity of legacy LOB systems. The sheer volume and diversity of information that they must ingest and utilize presents serious concerns. To address these challenges, financial

    services organizations are leveraging new technologies designed to capture, activate, socialize, analyze and govern their information assetsand IBM has taken a leadership position in this area (see Figure 1).

    Collaborative and mobile content experience delivers user-initiated intelligence and personalized control to LOB, extending the reach of content

    Extensible platform based on open standards supports broad content management scenarios

    Seamless access to content sources, including structured and unstructured data

    Single, user-friendly approach for other IBM offerings that support capture, activate, socialize, analyze and govern activities

    Combine social content with the control and reliability of ECM for significant business value

    Organize, access, find and share content in context for the community to enhance team effectiveness

    Optimize information management and compliance efficiency for the volume, variety and velocity of social and collaboration content

    Archive information with value and defensibly dispose of unnecessary information to lower run-rate IT costs

    Help reduce legal risk and costs with eDiscovery process management and evidence and cost analysis

    Define and execute retention schedules for all information to maximize the business value of information, meet regulatory compliance obligations and eliminate unnecessary cost and risk

    Integrated search, classification and analytics for better-quality information to support enhanced user and IT efficiency

    Embedded analytics across the IBM content solutions portfolio

    Integration with IBM InfoSphere BigInsights enables customers to perform and scale big data analytics and search functionality across the enterprise

    Capture/Activate Socialize Analyze Govern

    Figure 1: IBM solutions provide capabilities to help financial services organizations utilize the full value of unstructured information.

  • 4 Managing complex decision-making processes in the financial services industry

    Making complex decisions requires real-time access to complete, accurate and relevant information Much of the information todays financial institutions have about their customers is in repositories, fileshares, data marts, email stores, help-desk logs or social media. A majority of this information exists as underutilized unstructured content such as scanned paper documents, audio recordings, faxes or chat logs.

    To gain the full benefits of actionable intelligence, the tasks associated with information capture, analysis and assimilation must be accomplished within a limited time framenormally when the customer is engaged. Borrowers, for example, most often reward the lender that is first to fund the loan, so lending decisions based on a wide array of information must be made quickly. Institutions that understand where the most complex, time-critical decisions are made and act aggressively to improve the processes associated with them will reap competitive advantages, reduced risk, improved credit quality and greater profits.

    Assessing the value of case management strategiesFinancial institutions must also recognize which business processes have become complex enough to be managed as cases. Candidates for case management include processes that involve direct customer interactions, have many moving components and benefit from ad hoc knowledge worker intervention.

    Some processes, such as opening a new credit card account, can be automated using a straight-through processing approach requiring minimal human intervention. By contrast, commercial lendingthe approval of multimillion dollar business loans while conforming to an overarching

    credit-granting processwill involve more complex and ad hoc decisions by senior lending officers and committees. These critical lending decisions impact customer satisfaction, profits and risk levels, and require expert knowledge- worker involvement.

    The steps involved in a commercial lending decision are shown in Figure 2. The marketing and application submission steps represent relatively low-risk processes. The closing and post-closing steps are extremely important and require efficient, timely and compliant execution, but are still far less complex than the credit-granting steps (shown in blue). These steps are where the lions share of the risk is taken and profits are made:

    Information capture Assessment and clarification Grant or decline contract terms and rates

    A number of considerations go into these three steps:

    Has all of the mandatory customer information been captured, classified and analyzed?

    Have content analytics been used to capture previously inaccessible customer information?

    Are predictive analytics being used to anticipate default potential?

    Has all information upon which the grant decision will be based undergone comprehensive assessment and analysis?

    Has the necessary collaboration with internal and external personnel been achieved?

    Is the loan compliant with corporate policy and regulations? Have all legal requirements been met and sign-offs obtained? Are legal and regulatory retention schedules in place and

    being followed? Is the information disposal process defensible?

  • Enterprise Content Management 5

    Enhancing the decision-making processes shown in Figure 2 by deploying an advanced case management approach does not require institutions to replace their existing LOB systems. Instead, institutions can augment existing lending automation to become more competitive and make better-quality business decisions.

    Specific financial services tasks that benefit from deploying an advanced case management solution include:

    Wealth management account opening Mortgage lendingpost-close securitization Investigation and resolution of compliance issues

    Deploying advanced case management helps improve complex decision making by augmenting the existing business process to address industry challenges.

    Critical steps in the commercial credit-granting processWhere the risk is taken and revenues earned

    Challenges Rapidly growing volume of information to capture Many data types to manage and channels to access Need a complete view of the customer Need to access information trapped in content More complex credit-granting tasks to perform in less time Need for flexibility and intelligent ad hoc processes New regulations to address More stringent legal and contractual issues to address

    Marketing ApplicationInformation capture

    Assessment, clarification, verification and validation

    Grant/declineterms

    Pre-close Close

    Case systems consolidation to an enterprise standard Claims investigations Secured lending default Equity loan management Pensions membership enrollment IPO investigation support F