Meet our customer hero
The bank has rolled out an entirely new process architecture with ARIS. This gives it a centralized process architecture, including a central process repository, and the ability to design processes and workflows across the organization on one platform.
But in 2018, it was clear more work was needed. On the outside, a new breed of customer with a 24/7 omnichannel banking habit was growing. And stiffer compliance legislation was rife. On the inside, IT complexity was mounting with the deployment of more modern systems and applications to digitalize the customer experience. And—most concerningly—a large portion of the business was blind to process management with no visibility over control points under its responsibility, roles or reporting capabilities across units and projects. Processes simply weren’t aligned to procedure and people.
But with a foundational process architecture in place, TEB could quickly set to work remodeling and restructuring its processes to align IT to the realities of the business. The next step here was mapping them from end to end and exposing them to pretty much everyone. Fatih Çelikel, BPM Director, TEB explains: “Ultimately, we wanted to remodel all processes across the six hierarchies of our business, which ARIS easily enables. For ease of deployment, we focused on hierarchy 1 first. We remodeled all core business processes, clarified roles and responsibilities, and developed reporting functionality. And then we simply moved on to the next hierarchy. Getting all the approval flows signed off across a highly big and complex organization was a headache, but we could manage the process with ARIS easily.”
In under two years, the bank modeled 1,030 end-to-end processes, and 2,235 process diagrams (including sub-levels) were published. The bank’s “process inventory” was created based on the BRSA* process inventory. And by 2020, all products and procedures were mapped to processes.
Then came the third phase:
“With our processes remodeled, we weren’t willing to stop there. We wanted to integrate our new processes with different platforms and applications and then expose that information to the whole bank. It’s incredible. We’ve gone from having five process designers to 9,000 business users—all able to view the processes that apply to them and corresponding analytics,” says Ayşin Yılmaz, Business Practices Coordination Manager.
And the benefits are really starting to be felt:
With its next objective in sight—providing direct ARIS access through all core banking systems—TEB is analyzing to get a view on areas of its IT landscape. Feedback has been that anything’s possible for an organization with process models this detailed, well-governed and efficient. Great job for a bank just five years off its centenary!