Situation faced: Raiffeisen Bank Kosovo, as a subsidiary of Raiffeisen BankInternational AG, providesa wide range of banking products and services to all categories of customers in the private individual and business segments. In the first six months of 2018, the profit of the Bank was 11 Million Euro, being the highest in the banking market. The on-line banking channels has increased significantly and today the customers chose to do more than 80% of transactions through E-Banking, mobile phone,or ATMs. Raiffeisen Bank has started to adopt BPM since 2006 as a systemic and structured approach to analyze, improve, control, and manage processes with the aim to improve the quality of products and services. But, how well is BPM adapted and implemented in the bank, and what is the impact of BPM to the strategic goals? b)Action taken: This paper tackles the problem from two angles. First, a literature review is used to clarify the concept of BPM its scope. Second, semistructured interviews were used to collect data from nine participants covering high positions in Raiffeisen Bank Kosovo. In addition, the Research ffered both an evaluation of the significant aspects of the implementation process, and examinedthe key factors effects on alignment of BPM with organization strategy.
c)Results achieved: his study unveils that BPM is well understood and is con-sidered an important practice within the bank. Its implementation is familiar to the top management. Especially, process visualization is a considered a core element within BPM projects. Existing project can further benefit from BPM by applying process ownership and defining responsibilities within the end to end processes in every department were these processes are performed. Moreover, this study collects evidence that strategy objectives can be led by BPM. d)Lessons learned: Experience has taught that there are many challenges whenapplying BPM initiatives. However, once these are applied, they help achieving strategic objectives. Two main challenges of implementing BPM were related to lack of proper IT support and budget needed to cover staff training. This paper recommends that BPM initiatives be strategy driven. It should be treated in a holistic way, including several methodologies like Six Sigma, Lean, and Agile. In this way, the Bank is lead towards thinking how its product or services are delivered to the customers.
| Identifer | oai:union.ndltd.org:VIENNA/oai:epub.wu-wien.ac.at:7176 |
| Date | January 2019 |
| Creators | Azemi, Elheme, Bala, Saimir |
| Publisher | Jan vom Brocke, Jan Mendling, Michael Rosemann |
| Source Sets | Wirtschaftsuniversität Wien |
| Language | English |
| Detected Language | English |
| Type | Book Section, PeerReviewed |
| Format | application/pdf |
| Rights | Creative Commons: Attribution 4.0 International (CC BY 4.0) |
| Relation | http://ceur-ws.org/Vol-2428/paper4.pdf, http://ceur-ws.org/Vol-2428/, http://SunSITE.Informatik.RWTH-Aachen.DE/Publications/CEUR-WS/, http://ceur-ws.org/CEURWS-TEAM.html, http://epub.wu.ac.at/7176/ |
Page generated in 0.0033 seconds