zeb/financial.crisis.programme
zeb/ has developed a programme of approaches tailored to the needs of our customers so that they can respond to the current crisis in a proactive and sound way. In co-operation with the relevant specialists, we designed and structured suitable solutions for each customer group. We see four phases along our path through the crisis.
Phase 1: Transparency on the Status Quo
The first phase of crisis management aims at achieving transparency of the bank’s status quo and perspectives in business. Key risks and opportunities have to be identified and evaluated. The timeliness and expressiveness of the data used plays a decisive role in this work. Operative and strategic measures can only be developed on the basis of transparent and sound information.
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Phase 2: Business-saving Measures
In the second phase, short-term operative steps are taken to solve the most urgent problems of the financial institution. These business-saving measures ensure liquidity and risk-bearing capacity and exploit potentials for short-term cost reductions. They quickly show effects and are implemented pragmatically. The ground is prepared for further measures.
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Phase 3: Future-oriented Business Model
The third phase focuses on the strategic re-orientation of the business model in order to lay the basis for future sustainable growth. The bank’s own investment portfolios as well as retail business are reviewed. If necessary, both the internal risk culture and related processes are redesigned. This creates the basis for sustainable, proactive initiatives.
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Phase 4: Sustainable, Proactive Initiatives
The financial institution has already implemented essential measures. In the fourth phase, the aim is to get ready for the future in the long term. Here, the agenda includes a broadening of core business fields, determined cost and process management as well as sustainable control and incentive systems. The emphasis now definitely is on utilising the opportunities opened up by the crisis for your own bank.
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Horizontal Functions
In addition to these individual phases, the project’s success also depends on other critical success factors. The co-ordination of the overall project, effective communication and efficient change management, for example, constitute major challenges for programme management. Likewise, the implementation activities are also intricately linked with IT systems whose operative excellence makes a decisive contribution to the project’s success. Moreover, legal requirements have to be complied with in a timely fashion.
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