Delivering efficient customer service is a tall order for banks who are facing rising competition in the market, and impatient customers who'd rather spend their time somewhere else than to stand in line before counters. That was precisely the kind of scenario that banks want to avoid externally, and more importantly, internally too.
Project inVISION is a million-dollar project undertaken by Malaysia's leading bank Maybank Berhad to deliver end-to-end service performance capabilities through the exploitation of cutting edge diagnostics and monitoring tools and the leveraging of subject matter expertise.
According to Norsidah Mohd Said, Head of Service Delivery, Enterprise Transformation Services, this project provides total visibility of IT services performance to enable effective incident response and minimise service degradation to ensure superior customer fulfilment and satisfaction.
But to achieve the target to becoming Malaysia's leading bank and possibly in the region, Maybank had to undergo a major transformation not just from the IT perspective but also from the overall organisational transformation. "The project was complicated, and to get it rolling, it took some time. It took three months for various departments to come to a common understanding but once top management endorsement was granted, we had total support," said Norsidah.
The transformation journey began in 2010, with new applications replacing old ones, and also enhancements to infrastructure capabilities. "We set up a performance team of maybe two or three people, to have capability to management that environment effectively," said Norsidah.
One of the biggest problems was simplifying the banking transaction process, which could have as many as 150 separate components. "Expectation was to have that transaction done in a few seconds," said Norsidah, adding that the plethora of problems like lack of visibility across the entire chain, and delays in customer service, made the transformation even more urgent. "Each customer's experience could be a valuable feedback but there was none. We needed to do something to avoid delays, to have greater visibility, and arrest service degradation."
Project inVISION is an integral part of this transformation. Norsidah explained: "There were many factors that led us to Project inVISION. There was a lot of tracking, trending patterns to spot, and numbers to improve further." Others include number of hours people spent working on a project, burgeoning customer numbers and data that needed to be cleansed and processed, new feature requests for apps, and greater customer demand. In short, there was priority to ensure there was performance improvements all round, visibility across the entire chain, and improvement to service quality.
Maybank chose to deploy Compuware Gomez real user monitoring and Gomez Business Service Manager to achieve those objectives. The IT team made positive contributions to the business by helping to enable business growth, harness customer banking trends, improve visibility and collaboration with key business stakeholders, and realise significant cost-savings.
With project inVISION, Maybank now has inculcated a culture of proactive management and closer collaboration between IT and business. That's a good thing, said Norsidah, as "there is more and more visibility, and a lot less finger pointing."
Sign up for CIO Asia eNewsletters.