The poles of operational efficiency

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A cluster of operational efficiency is an organizational structure set up to issue a set of specialized services. These services are focused exclusively on a set of functions similar (same functional area) and common

any company or several directions. The focus of operational efficiency is also to coordinate and facilitate the changes in the scope of activity in his charge.

The tasks incumbent upon it are of two kinds:

Operational missions: issue internally or externally Service

Shared: can be used by all customers (which requires an adequate level of both standardization and adaptability to customer needs)

Quality: ensuring a high level of service,

Integrated consistent with possible developments and other services (same principles or standards, consistency of information ...).

Strategic missions: alignment issues of the company

In terms of scope of activity: both operations manager of the service and clients on the strategic area, defining the principles and standards of practice and evolution,

In terms of process users of these services in the service of development projects for the integration of services,
Financial issues: cost reductions level of service or higher.
The establishment of centers of operational efficiency is to facilitate the changes by expanding the flexibility of the organization. This distinguishes them from sharing services that do not necessarily generate gains beyond the centralization of resources.

In terms of implementation, the establishment of a center of operational effectiveness is not in the pooling of existing services but rather to develop a domestic supplier with an offer of services. ( Finance Information City )

Key centers of operational efficiency

To effectively fulfill its missions, the center of operational effectiveness will:
involve activities for which it is actually possible to concentrate three types of assets: the expertise, resources and information,

be resolutely turned to whether customers return customers or development projects,

Have governance and processes adapted steering.

The assets of pole operational efficiency:

The focus of operational efficiency based on a concentration of the three assets that are information, expertise and Means. Only structures to achieve the concentration of these assets are likely to be centers of operational efficiency in its own right.

Vis-à-vis the Information, the center will play the role of manager, owner or house (broker). It has a good command of a large set of information and / or complex, which will provide added value to share with its customers.

Expertise is a real knowledge of the scope of activity, the scope of use of services by customers, information and resources. The center will draw a capacity to formulate principles and methods. The expertise is not limited to a number of FTEs but is the understanding of complex issues and ability to assist clients on these issues.

The focus of operational efficiency in the service of clients:

With the exception of centers dedicated to specific customers of the company (call center, help desk ...), customers of a center of operational effectiveness are internal customers: other divisions and departments, subsidiaries ... In particular, the up a pole of operational efficiency can send new customers such as small entities that could not afford such services before.

The pole is justified in the long run the added value to its customers. To achieve this goal, the center will identify:

services' operational 'to provide the various entities repeatedly,

services projects or support services for the integration of services (eg establishment of new tables referential or new releases for the pole repositories, definition and implementation of accounting controls of a project dating or disseminating data Accounting for the poles ...).

The combination of the two types of services is essential to ensure the consistency of evolution and the daily management. Service levels associated with these types of activities should be adapted to customer needs.

The provision of all services should be guaranteed by service agreements, magazines regularly with major users. This will regulate the relationship with users and reduce the cost of the relationship.
Governance and management:

To ensure consistency of goals from day to day and developments, it is necessary to establish a single flight of the entire area at the operational level and that of its development (projects). The cells support directly addressing the daily needs of internal customers will be directly linked to the same manager as the study of cell changes (retail projects) and project management.

Besides coordination facilitated the centralization of information on operational activity will also provide indicators for monitoring the activity complete and advanced.
The establishment of poles contributes to the development of the operational effectiveness of the organization

The focus of operational efficiency can NCREASING has significantly the operational effectiveness of any Bank by reducing the complexity of the process, facilitating the evolution of organizations, reducing the overall cost of the activity level of service constant or higher.

This type of structure also facilitates response to the need for changing [1], ensuring coherence on its perimeter, and contributing directly to facilitate the work of the projects and developments of its customers through its dedicated services and expertise.

For the pole reaches these goals will require the pre identify activities for a centralization of value-added assets and define the services' operational 'and' projects' to enlist the broadest scope of users. The identification, definition, implementation and the establishment of the evolutionary trajectory of the pole operational efficiency will require access to an approach to take into account all the dimensions (budget, governance, expertise, information, human resources, IT ...)