N银行流程银行建设面临的问题与策略研究

发布时间：2018-10-09 10:06

【摘要】：全球银行业当前正在面临着前所未有的监管政策、市场规则、同业和潜在进入者的竞争、客户需求等方面的深刻变化，以外部服务差异化、内部运营集约化为核心的流程再造浪潮方兴未艾。对于如同N银行这样长期以来受制于“部门银行”传统体制桎梏的国内商业银行来说，重塑流程银行的经营管理模式，能够帮助银行在服务质量、运营效率、管理水平、风险防控等多方面取得突破性的改进，形成持久且难以模仿的核心竞争优势。流程银行作为本文研究对象，是一个目前金融界比较前沿的研究课题，从概念的提出到国内业界的实践还不到二十年。什么是流程银行，流程银行构建的思路、模式、方法、工具，流程银行与流程再造的关系，银行再造的目标和前提是什么？再造的效果如何评价？流程再造和管理再造、传统与创新整合、流程再造与企业文化等等，都是理论研究与实践迫切要解决的问题。相对于管理学研究的其他热门领域，本课题研究可资参考的文献十分有限，同时作为与实践紧密结合的研究课题，可供研究的案例也很少。尽管如此，在短短的二十年时间内，从工业领域到金融领域，从国外银行到国内银行，流程再造无论是理论研究还是到具体实践，都取得了令人鼓舞的进展，足以让研究者产生浓厚的兴趣。因此，从流程银行的角度切入研究中国金融业的改革实践，特别是对N银行的改革具有非常现实的意义。本文研究的思路和方法是，综合运用文献调查分析法、比较研究分析法、结合实际分析法，通过对国内外商业银行流程再造的理论研究与应用进行全面梳理，找到商业银行流程再造的一般方法，然后再深刻剖析N银行经营管理中面临的问题及其问题产生的根源，根据国内大型银行特别是N银行历史传统、组织使命、所面临的经营环境的特殊性，创造性地运用战略视觉化模式和战略布局图分析工具，，结合流程再造系统论和精益管理法、六西格玛管理法提出了N银行流程再造的基本策略。最后，针对当前国内金融市场化改革尚未完成，各级决策者对推动流程变革动力仍然不足有可能导致流程再造半途而废的问题，文章提出将流程再造纳入银行战略核心工程，成立高层推动的组织机构，同时制定战略实施规划纲要，按照既定目标和步骤循序渐进地推动流程再造。国外流程银行模式的实践已经取得一些令人刮目相看的成果，国内的探索特别是中国建设银行引入战略投资者，结合我国银行业的实际，对业务流程进行了系统再造，收到明显成效，更加坚定了国内银行推进流程再造的信心。但毕竟国内与国外、国内银行之间存在巨大的差异，按照一套标准化模式推进流程银行建设是过于天真的想法，国内流程银行建设必须走中国特色道路，必须结合各行实际情况稳妥推进。
[Abstract]:The global banking industry is currently facing unprecedented regulatory policies, market rules, competition between peers and potential entrants, customer needs and other profound changes to the differentiation of external services. The internal operation intensifies as the core process reengineering tide is in the ascendant. For domestic commercial banks, such as N Bank, which have long been subject to the shackles of the traditional system of "sector banks", reshaping the management mode of process banks can help banks in service quality, operational efficiency, and management level. Risk prevention and control and other aspects of breakthrough improvement, forming a lasting and difficult to imitate the core competitive advantage. Process Bank, as the object of this paper, is a relatively advanced research topic in the field of finance at present. It has been less than 20 years since the concept was put forward to the practice of domestic industry. What is the process bank, the thought, mode, method, tool, relationship between process bank and process reengineering, and what is the goal and premise of bank reengineering? How to evaluate the effect of reengineering? Process reengineering and management reengineering, integration of tradition and innovation, process reengineering and corporate culture are all urgent problems to be solved in theory research and practice. Compared with other popular fields of management research, the literature available for reference is very limited, and as a research subject closely combined with practice, there are few cases available for study. Nevertheless, in a short period of 20 years, from industrial to financial fields, from foreign banks to domestic banks, process reengineering has made encouraging progress, both in theory and in practice. Enough to interest researchers. Therefore, it is of great practical significance to study the reform practice of Chinese financial industry from the point of view of process bank, especially to the reform of N bank. The train of thought and method of this paper are: comprehensive use of literature survey analysis, comparative analysis, combined with practical analysis, through the domestic and foreign commercial bank process reengineering theoretical research and application of a comprehensive combing, Find out the general method of commercial bank process reengineering, then deeply analyze the problems faced by N bank and the root of the problem, and organize the mission according to the historical tradition of large domestic bank, especially N bank. Facing the particularity of the business environment, this paper creatively applies the strategic visual mode and the strategic layout chart analysis tool, combines the system theory of process reengineering and the lean management method, and puts forward the basic strategy of N bank process reengineering by the six Sigma management method. Finally, in view of the fact that the current domestic financial marketization reform has not been completed and the decision makers at all levels still have insufficient impetus to push forward the process change, it is possible that the process reengineering will be brought into the core project of the bank strategy. Set up high-level driven organization, develop strategic implementation planning outline, and promote process reengineering step by step according to established goals and steps. Some impressive results have been achieved in the practice of foreign process banking model. The domestic exploration, especially the introduction of strategic investors by China Construction Bank, combined with the reality of China's banking industry, has made a systematic reengineering of business processes. Received obvious results, more firm domestic banks to promote process reengineering confidence. But after all, there are huge differences between domestic and foreign banks. It is naive to promote the construction of process banks according to a set of standardized models. The construction of domestic process banks must follow the road with Chinese characteristics. We must proceed steadily in line with the actual conditions of the various banks.
【学位授予单位】：南华大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

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