| Situation |
Challenges |
Result |
Major retailer needed a sustainable Business Process Modeling framework to ensure consistency of execution and utilization by several unique areas.
|
Defining and identifying a tool to satisfy multiple unique needs, business environments and process owners.
|
Lowe's had a viable product that standardized the method and tool use across multiple businesses and IT groups. |
Financial institution began offering more complex lending products - Syndicated Lending did not fit into the typical Commercial Loan process and supporting technology. Due to the nature of this lending, there was high visibility and risk associated with it.
|
Developing new processes, procedures and control reports to support senior leadership, credit administration and loan participants as well as understanding this complex lending business. |
New loan syndication technology, new processes and reporting were deployed in Wachovia's Capital Markets area. |
| Key technology provider was critical to multiple backroom business operational areas. Merger activities presented new challenges for the provider and the product had to be deployed to the new organization. It could not fail. |
Prioritizing business as usual activities with the technology provider and to focus on a merger that Wall Street was watching. Infrastructure had to be built to support the ongoing vendor relationship; with new contract negotiations (planned for governance and vendor compliance). |
Wachovia Securities has a scalable and sustainable product to support future growth and an effective vendor partnership. Internal client governance supports the appropriate allocation of vendor resources to support various lines of business.
|
| As the result of a merger, Bank of America had multiple General Ledgers that had to be combined. There were major process and technology impacts so planning of how as well as impacts of timing decisions was critical. Failture was not an option. |
Planning the conversion schedule in multiple phases, addressing the operational impacts and training for new processes and technology utilization were major challenges. This conversion had to be executed in multiple phases and also support the merger end date communicated to Wall Street. |
Bank of America executed a smooth General Ledger transition for an acquired financial institution with distributed financials (and bank charters) and all interfacing system applications and line of business operational changes. |
