Simple Personal. Fair

Transcription

1 Simple Personal Fair

2 Santander Brasil In the last 2 years we've made significant Digital Customers Million % progress in our digital strategy Digital Transactions¹ Participation in relation to total retail transactions (YoY, %) 72% 73% 67% 63% 1Q15 1Q16 1Q17 1Q18 ¹ Considers financial and non-financial transactions 2

3 Santander Brasil... which helped our sales to grow exponentially Share of Digital Sales Participation in relation to total sales Personal Loans +25pp 49% 37% 24% 1Q16 1Q17 1Q18 ROAE Efficiency % +10pp 13% 16% 19% 45% 40% Credit Cards 3% 5% 1Q17 1Q18 1Q17 1Q18 1Q16 1Q17 1Q18

4 Unit Cost Operational Risks Challenges Excellence Focus on increasing NPS to improve customer E2E experience Scalability Transform operational area in a digital factory with high scalability and efficiency Control Increase control capacity to reduce operational risks and DPMO Net promoter score 80 Current high 45 >60 high Future 2017 Relentless Focus 2020 Processed units DPMO

5 Operational Issues Duplicated processes organized by product with high redundancy, manual activities and low capacity to support growth without increase fixed costs (human resources) Multiple areas with lots of interactions and complex processes to share information, without structured governance Redundancy of responsibility, lack of E2E Customer view and low level of accountability to solve customer problems 5

6 New Operating Model PERSONALIZED TO THE OUTSIDE. INDUSTRIALIZED IN THE INSIDE. Focus on Customer Satisfaction E2E Customer experience Deliver full customer expectations Quick decision making Proximity with Business areas Reusable components Automation and Digitalization High level of predictability Lean Six Sigma / Low dispersion Higher control and low operational risk profile SERVICE PLATFORMS MANUFACTURE SERVICE DESK GMC Management, Monitoring and Control

7 New Operating Model Targets Faster Value Customer time, providing solutions for immediate consumption Lead Time: reduce 50% NPS More Business Maximize business generation through a scalable model Conversion Rate: increase 40% Better Ensure a frictionless end-toend customer experience DPMO Manual Op. < 3% Automatic Op. < 1% Operational Excellence from the customer perspective. More Efficiency Be the best service provider in the market, with the right solutions at the right prices Unit Cost: Reduce 30%

8 Becoming a Service Provider OPERATIONAL MODEL AS IS Product Oriented OPERATIONAL MODEL TO BE Industry like PRODUCTS PROCESS FLOW CURRENT ACCOUNT register issue of contract product maintenance & balance after service CONSORTIUM register Lottery Warranty Financial Release after service collection AGROBUSINESS Onboarding Agro Analysis Issue of contract. Financial Release after service collection PAYROLL LOAN LOCAL LOAN Onboarding. Onb. issue of contract. Issue of contract. Warranty Warranty Financial Release Financial Release Financial Release after service after service collection collection Register & Onboarding Contracts Financial Releases After Sales Service Documents & Supply Chain Warranties & Recover CREDIT CARD ACQUIRER CAPTALIZATION Onb. register register issue of contract installation issue of contract processing issue of contract Adm. settle ment financial release settlement lottery after service Chargbk delivery collection after service collection OPERATIONAL CONTROL PEGA - WORKFLOW INSURANCE Onboarding. Issue of contract Claim Endorsement After Service

9 Dynamic of Implementation Kaizen Lean 6σ Robotics Agile DevOps PMI Fit2O Fit 2 Operate

10 Fit Operate 2 Dynamic of Implementation DCO AS IS process understanding Pega Development & Implementation Change Management Pilot & Roll Out TO BE process design Kaizen + lean six sigma +simplification +standardization +automation + AI Dynamic Analytics Robotics

11 Fit Operate 2 Dynamic of Implementation DCO Pega Development & Implementation Change Management Pilot & Roll Out Agile + DevOps Technical development of the workflow High level of Integrations with core systems by single enterprise service bus and API manager Transition to scale

12 Fit Operate 2 Dynamic of Implementation DCO Pega Development & Implementation Pilot & Roll Out PMI management Roll out strategy start small scale fast Pilot monitored by robots Collection of feedback from the final users Change Management

13 Fit Operate 2 Dynamic of Implementation DCO On line Training Gammification Pega Development & Implementation Pilot & Roll Out Personalized communications High level of people engagement Collection of feedback Change Management

14 Loan Application process

15 Commercial Request

16 Issue of contract

17 Warranty analysis

18 Loan approval

19 Warranty registration

20 Transition to scale Implementation Plan to delivery full backoffice process 3.6 product 3.5 product 3.4 product 3.3 product 3.2 product 3.1 product 2.5 product 2.4 product 2.3 product 2.2 product 2.1 product 1.7 product 1.6 product 1.5 product 1.4 product 1.3 product 1.2 product 1.1 product Simultaneous implementation squads Reusable Pega s components High integration between business area and IT High support from PEGA and ACCENTURE NOVEMBER 2017 DECEMBER 2019

21 OBRIGADO