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Tables of Contents for Achieving Transformation and Renewal in Financial Services
Chapter/Section Title
Page #
Page Count
Foreword
ix
Series preface
xii
Dedication
xxiv
Contributors
xxv
Introduction
1
13
Key management tools and techniques
14
16
Rohit Talwar
The Balanced Business Scorecard
14
1
Business Process Re-engineering
15
10
Participative approaches to change
25
1
The attraction of participative approaches
26
1
The mechanics of participation
26
2
The underlying principles
28
1
References
28
2
Managing change at Abbey National
30
22
Tim Murley
Introduction
30
8
Case studies
38
12
Conclusion
50
1
Bibliography
51
1
Building stronger customer relationships through the customer service chain
52
8
Ken Littlewood
The importance of customer loyalty
52
1
The customer service chain
53
5
Conclusion -- integrating the service chain
58
1
References
59
1
Using the business excellence model to drive change
60
25
Leslie Ross
Introduction
60
1
The Mortgage Express turnaround
61
1
A commitment to excellence
61
2
Background to Mortgage Express
63
1
The road to quality
63
2
The Balanced Scorecard
65
18
Conclusion
83
2
Using business process re-engineering to improve mortgage repayments
85
10
Chris Lazenby
Introduction
85
1
The company
86
1
Economic background
86
1
Business process re-engineering at Britannia
87
1
Arrears collection
87
1
Strategy
88
1
Getting started
88
1
Individuals and roles
89
1
Technology
90
1
Management information and targets
91
1
Structure
92
1
Achievements
92
1
Extending re-engineering to other areas
93
2
Managing innovation Part 1: Policies and products
95
18
Brian Fries
Introduction
95
2
Framework
97
5
Model for managing change
102
2
Product innovation
104
2
Quality
106
6
Summary
112
1
Managing innovation Part 2: Processes
113
22
Brian Fries
Processes
113
13
Projects
126
7
Summary
133
2
Business transformation at MLC
135
13
Oona Nielssen
What is MLC?
136
1
The market
136
1
MLC's transformation
137
1
Transformation triggers: marketplace, shareholders, people
137
1
How MLC does business
138
1
The transformation process
138
1
Product simplification
139
1
Process simplification
140
3
Cultural change
143
2
What happened -- the cultural impact
145
1
Staff reductions
145
1
The results of transformation
146
1
Conclusion
146
1
References
147
1
Using modern technology to build new capabilities
148
18
Clive Holtham
Introduction
148
1
Frameworks
149
3
Technology architecture
152
1
Managing legacy systems
153
1
Identifying the technology's potential
154
1
Moving from product-based to customer-based systems
155
3
Reversing traditional management fears and concerns over IT
158
1
Building new IT capabilities
158
2
Changing the rules of the game through IT
160
2
Leveraging the newly developed capabilities
162
2
Conclusion
164
1
References
164
2
Managing outsourcing and subcontracting
166
22
Edmond Cunningham
The outsourcing debate -- determining what is core and what is not
166
5
Making the outsourcing decision -- hard and soft factors
171
4
When should you redesign the processes affected by outsourcing ...?
175
3
Preparing people, processes and systems for outsourcing
178
2
Making the transition
180
2
Managing the contract
182
3
Handling disputes
185
1
Managing consultants
185
1
Conclusion
186
1
Notes
186
1
References
187
1
Conclusion -- New era, new challenges, new strategies
188
23
Robit Talwar
People, processes and performance
188
1
Real people, real change, real results
189
1
The process decade
189
1
Performance measurement
190
1
21st century themes and challenges
190
1
The emergence of the new economy
191
9
Financial services via the Internet -- hype, fact and fiction
200
1
New entrants, new rules, new strategies
201
1
Understanding the net generation
202
1
Managing at the `speed of change'
203
1
Creating an infrastructure for accelerated change
203
7
Conclusions -- A 21st century survival guide
210
1
References
210
1
Appendix: Resources for transformation and renewal
211
8
Index
219