Managing Information Technology Year One – Chief Retail Officer Perspective Lori Murray

Executive Banking School Roadmap GROWING Capability Confidence Courage YEAR THREE Chief Executive Officer Perspective YEAR ONE Chief Retail Officer Perspective YEAR TWO Chief Financial Officer Perspective

Executive Banking School Roadmap GROWING Capability Confidence Courage YEAR THREE Chief Executive Officer Perspective YEAR ONE Chief Retail Officer Perspective YEAR TWO Chief Financial Officer Perspective

Year One – Chief Retail Officer Perspective Retail Strategy Curriculum Leadership Communication Leading the Retail Line of Business via a Balanced Scorecard Discovering Customer Segments & Consumer Behaviors Successfully Communicating & Advertising in Retail Banking Developing and Pricing Profitable Bank Products Modernizing & Optimizing Delivery to Meet Customer Requirements Facing Ethical Dilemmas in Banking Applying Concepts Learned to Today’s Market Chief Retail Officer Perspective

Year One – Chief Retail Officer Perspective Retail Strategy Curriculum Leadership Communication Leading the Retail Line of Business via a Balanced Scorecard Discovering Customer Segments & Consumer Behaviors Successfully Communicating & Advertising in Retail Banking Developing and Pricing Profitable Bank Products Modernizing & Optimizing Delivery to Meet Customer Requirements Facing Ethical Dilemmas in Banking Applying Concepts Learned to Today’s Market Chief Retail Officer Perspective

This Session’s Critical Topics Key Trends & Managing IT Best Practices Global Awareness

Key Trends & Managing IT

IT IT IT IT IT Five Key Trends Key Trends & Managing IT Drive to Digital Is transforming the industry Payments Disruptive and opportunistic Scale & Efficiency Are gaining market share Regulations & Risk Continue to impact decisions & resources Business Models Shifts require new approaches IT IT IT IT IT

IT IT IT IT IT Market Forces Key Trends & Managing IT Mobile-first customer engagement models Dwindling customer loyalty to brand IT Financial technology innovations from non-traditional players IT The rise of digital sales IT Higher compliance and cyber security expenditures IT And to make matters more challenging…………….. “According to a March 2016 Federal Reserve report, 84 percent of banking customers still visit branches regularly”, Generation B: Millennials and the Resurgence of Branch Banking, BAI

Thought Leadership Key Trends & Managing IT Preparing for the 4th Industrial Revolution: Designing your digital organization for improved customer engagement and creating digital solutions (transforming your business model). Where do you start? What impact will applications that see, hear, accurately anticipate, predict, take action, and automate, have for your business, customers, and society? What policies are needed to make emerging technologies beneficial as it disrupts employment? How are industry leading companies including innovative design principles and technologies into their products and services? Will these technologies create lasting revenue opportunities that benefit customers?

Best Practices Let’s Get Tactical!

Best Practices Take 10 minutes and list some of the IT projects you have been involved in and what went well and not well

Best Practices Be intentional with business value targets up front, communicate and measure Close the end-to-end business process loop Plan your data migration upfront and with intention Empower a positive team culture and inclusiveness when a vendor is involved Identify, rationalize and define integration from the beginning Manage business readiness with the same rigor as the technical implementation

Best Practices #1 Be intentional with business value targets up front, communicate and measure Ensure there is a documented Vision Statement Define and document all Stakeholders Identify assumed business value from all stakeholders and harmonize to ensure clarity Define the business value into measurable and specific targets

Best Practices #2 Close the end-to-end business process loop and look out for a number of common problems: No documented “current state” No clear path to estimate time for the end-to-end process Complex integrations and large number of customizations Growing number of change requests Users and technical resources lacking clarity and commitment to business benefits

#3 Plan your data migration upfront and with intention Best Practices #3 Plan your data migration upfront and with intention You should own the data extraction not a vendor Extreme detail on the file format of the data extraction and migration is required Data cleansing is required but will not be perfect, so establish realistic data quality targets Run an incremental migration prior to full cutover – dress rehearsal

#4 Empower a positive team culture Best Practices #4 Empower a positive team culture Establish regular, face-to-face executive-level touch points and include the vendor if applicable Build a Change Control Board State the problem the Vendor must solve instead of prescribing a solution Create a two-way partnership with vendors and all LOB’s that is fair and realistic

#5 Identify, rationalize and define integration points up front Best Practices #5 Identify, rationalize and define integration points up front Minimize integration points Avoid hard coding Be transparent with stakeholders Ensure all involved understand the complexity of the work and their decisions Avoid “Big Bang”

Best Practices #6 Manage business readiness with the same rigor as the technical implementation Heavy business involvement needed early and often Communicate, communicate, communicate Train, train, train Beware of an IT organization that doesn’t let vendors deal directly with the business because “they will want too much”

Global Awareness

The Global Market Global Banking Industry Global Innovators Asia Global Awareness The Global Market Global Banking Industry Asia Europe South America Global Innovators

Final Points Be an active participant in the IT discussion, do not delegate everything except final signature Ask questions, ask a lot of questions Have a process

Questions

Year One – Chief Retail Officer Perspective Retail Strategy Curriculum Leadership Communication Leading the Retail Line of Business via a Balanced Scorecard Discovering Customer Segments & Consumer Behaviors Successfully Communicating & Advertising in Retail Banking Developing and Pricing Profitable Bank Products Modernizing & Optimizing Delivery to Meet Customer Requirements Facing Ethical Dilemmas in Banking Applying Concepts Learned to Today’s Market Chief Retail Officer Perspective

Executive Banking School Roadmap GROWING Capability Confidence Courage YEAR THREE Chief Executive Officer Perspective YEAR ONE Chief Retail Officer Perspective YEAR TWO Chief Financial Officer Perspective