Manager - Process Excellence/Re-engineering - BFSI

Manager - Process Excellence/Reengineering

Black Belt Certification and Some one from BFSI Quality domain is a must, With No Operations Background

Principal Accountabilities : Key activities and decision making areas Typical KPIs and Targets

- For specific functional areas, deliver step change in operational performance (cost, service levels, and customer satisfaction) through identification and successful initiation of new process improvement initiatives aligned with local/regional transformation initiatives

- Act as trusted advisor to customers and ensure commercially based decisions are taken on prioritizing and optimizing the project portfolio

- Work with the businesses and delivery partner to develop objective, quantitative recommendations that are driven by ROI to deliver benefit to the overall enterprise, and not only to a single operating silo

- Identify and recommend innovative solutions that are infused with emerging improvement trends and solutions while tempered with common sense

- Working across regional and local teams to ensure commonality of understanding and objectives

- Revisit projects post deployment on regular basis to validate business - Identify sustainable savings

- Deliver sustainable savings

- Reduce unit cost

- Reduce operational losses

- Measurable improvement in service quality, customer satisfaction, and cost-income ratio.

- Delivery of assignments on budget on time, meeting customer expectations.

- Realisation of benefits predicated in business cases and tracked through measurable KPI- s

- Standardisation of processes across the region.

- Leverage other utilities to accelerate delivery and minimize cost

Customers / Stakeholders :

- Build trusting relationships with internal customers by consistently delivering value add consultancy services and delivery that exceeds expectations and positions for sustained success

- Work across Business Partners and support functions in the region to create an organizational - momentum for change- based around commonality of solutions and standardization of product and process.

- Be awareof business drivers and customers, the businesses of competitors, and emerging trends in the industry landscape

- Work with management/senior management across Customer Groups and key stakeholders (Compliance, Audit, Fin, HR etc) to constantly challenge - perceived wisdom-, to achieve buy-in for the recommended solution and its implementation approach, to evaluate the impact of change, and to ensure monetization of benefits

- Proactively interact with its delivery partners to understand current state and go forward opportunities

- Business partner satisfaction (internal)

- Build networks with key stakeholders at all points in the local/regional matrix, creating an ability to execute at pace with minimum conflict,

Leadership & Teamwork :

- Challenge the status quo, be committed to ongoing learning, and continually raise the bar in terms of individual and enterprise business performance.

- Create an environment that emphasizes continual learning

- Facilitate trainings, forums with internal teams

- Contribute to creating a new Operational Performance Improvement culture in leading assignments with the highest possible standards

- Collaborate with other regional/local Operational Performance Improvement team members to ensure commonality of approach and consistency of solutions - Maturity level of change practice

- Building a positive momentum for change across the sphere of influence with the active support and buy-in of all stakeholders.

- Change is seen as normal and as an opportunity rather than as a threat.

- Development of highly committed, results-focused attitude, consistently delivering high quality results.

- Consulting skills valued by all partners, with behaviours and capabilities recognized as - best in class- .

Operational Effectiveness & Control :

- Maintain and ensure due observance of Internal Control Standards and Group Compliance Policy, including the timely implementation of recommendations made by internal / external auditors and external regulators

- Standardised operational processes across locations/countries such that these processes can be readily adopted resulting in reduced unit cost and unified customer outcomes.

- Ensure that assignments are delivered using the appropriate technologies and tools including Group standards

- Contribute to enhancing Operational Performance Improvement methods, tools and standards - Reduce high risk audit points

- Alignment with TOM

- Delivery of projects on time, on budget, meeting customer satisfaction and with full business commitment to delivery of the anticipated benefits.

- Class-leading cost income ratios and service quality standards, which are continuously improving.

- Unit cost reduction.

- Delivery of demonstrable sustainable savings