Exclusive Trusted Magazine Q&A with Asmaa Amara, Head of Service Excellence and CEO/MD Technical Office at Bank Audi Egypt
How Is The Process Automation System Fostering Bank Audi Transformation?
The workflow system is built and structured based on the bank’s internal operations, transactions’ processing, the flow of each request and service from inception to completion, the voice of our customers and their motivators and distractors, as well as the voice of our staff and their concerns about the internal operating model.
All the above constituted our understanding of how our customer experience should be and the improvements needed that should be put in place, in order to ensure a seamless transformation with an outstanding customer experience that meets our customers’ expectations.
The transformational supporting tool that allows us to transition from our current position to where we aspired to be is the Digital Workflow system, which is built on the basis of our business requirements, including automation, processes streamlining, enhanced processing TAT, reports monitoring, system validations and error-proofing mechanism. Ultimately an efficient end-to-end journey for customers as well as for staff.
After deploying the system, we managed to successfully provide a unique customer experience for our customers on all deployed services, which dramatically affected the service delivery for customers and therefore positively impacted our customer satisfaction. Furthermore, error rate remained within standard with high quality of documentation and processing. As a result, Staff efficiency increased by 26%.
Moreover, the project map for the workflow included an imperative stage prior to the project implementation that is “Process Reengineering” for related procedures, which includes revamping the path to achieve an efficient workflow after removing wastes and non-value-added activities that were “relatively” of value during the manual handling.
This reengineering has greatly contributed to the overall operational efficiency of the bank through improved staff utilization and capacity building, quality of documentation and low error rates, as well as reduced operational costs. This contributes directly to the strategic objectives of the bank, whose main pillars are : efficiency, effectiveness, and service excellence.
In parallel, this re-engineered process is used as a platform for the Omni channel, which is another digital platform, through our internet banking and our mobile banking application. As a result, we offer the same unique experience through our branches / digital channels, which is a real transformation regarding the relationship with customers and the bank’s position in terms of the use of digital platforms, which mainly serve the customer’s operational experience and engage employees who work on the frontline of our business operations. We strive to improve our employees’ way of working, because customers will notice, and our bank will be endlessly improved.
Audi Bank is continuously improving its brand image by promoting simplicity and responsiveness to customer needs, with an emphasis on ease of access and visibility for customers.
Audi Bank is increasing its efforts to anchor a culture of innovation and an agile ecosystem. Indeed, the success of banking solutions is the result of a collaborative approach that involves a large number of employees in the design of projects.
What Are the Highlights of the Customer Experience Related to the Digital Workflow System?
The workflow system is a strategic project within the bank’s main initiatives that started in 2020, and that are mainly directed towards enhancing the internal operating culture and customer service delivery process.
It’s considered a dual effect project, and that is its unique nature; having a project in place that serves both internal operations and process workflow, while simultaneously designing the customer experience.
We can illustrate the main strengths of this project in the following balanced pillars that show how it’s impacting experience inside-out, from the bank’s internal processes to the execution and fulfillment of customer requests:
Better transaction processing TAT.
Better Quality of documentation (system validations)
Accurate communication related to transaction / service requirements.
Traceable customer requests.
Better Customer satisfaction.
Process Reengineering & Automation
Error proofing system.
System integration & validations.
SLA abidance & Escalation Matrix deployment.
Better internal communication environment.
Lower operational risk during execution.
Less financial risk exposure due to switching manual handling to automated.
Better Staff utilization & Capacity building plans.
Lower operational costs.
Learning & Growth
Performance management systems.
Tailored training programs for staff with frequent operational errors.
Enhancing the staff learning curve.
An enforced efficiency and service culture cross the organization.
Usually, corporate borrower customers, when they proceed with any transaction from their credit line account, they have to wait a long time to get the approvals from credit and risk teams, resulting in high TAT and dissatisfaction feedback from Customers and their beneficiaries.
Let’s take another example of the customer’s path regarding Corporate Checks drawn from the credit facility account; before the implementation of the workflow system, the branch used to receive the check and emails it to the concerned departments in order to initiate the necessary approval cycle, which usually takes 4 to 8 hours.
Same Process with the Bank Audi digital Work flow system: the branch will upload the check and customer data on digital workflow, then the workflow will send the data and needed approval to the dedicated teams, after that the workflow will obtain all approval and return to the branch to execute the transaction, TAT takes 30 min.
If the corporate customer transfers the fund to another bank, the workflow system obtains the approval and executes the transaction without returning to the branch. A confirmation e-mail will be sent to the customer after the execution.
It is worth mentioning that the innovation and development done on the workflow system was based on receiving negative feedbacks and dissatisfied notes from our corporate borrowing customer (VOC) regarding the TAT for proceeding transaction from the credit facility accounts.