SDA银行流程银行构建策略研究

发布时间：2019-06-26 22:09

【摘要】：伴随全球经济一体化、金融自由化的不断深入,金融界中各类参与者间的竞争也日趋激烈。为了应对激烈的市场竞争,培育银行业核心竞争力。20世纪90年代,在企业流程再造这一理论的基础上,美国学者率先提出了银行再造理论,开创了商业银行管理的新模式。它要求银行在现代信息技术力量的帮助下,放弃传统意义上的职能型分工,重新设计和规划银行新的管理模式和业务流程,从而为银行实行科学流程重塑,获得具有领先价值的、核心的竞争优势。流程银行建设是借助现代信息技术力量,坚持以客户为中心为原则,从根本上改造商业银行现有的、传统的业务流程和组织架构,对银行的经营理念、价值观念、工作思路和管理模式进行变革,全面提升商业银行的核心竞争力的一种全新的改革模式。本文在对流程银行建设理论分析的基础上,指明了流程银行建设的必要性、构建框架和基本途径,进而提出SDA银行构建流程银行的方法和策略,以及构建流程银行所需要的保障措施。本文主要结论和创新点有： (1)业务流程再造是构建流程银行的核心,组织结构再造是银行再造的重要依托,企业文化再造是银行再造的重要保障,只有根据客户需要进行流程再造、根据流程需要进行组织再造、根据组织需要进行文化再造,即实施“三位一体”式的再造,流程银行建设才能取得成功；业务流程再造的内容包括前台业务流程再造、信贷管理流程再造、零售业务流程再造、产品创新流程再造等部分； (2)SDA银行现有的业务流程是为适应既有的组织结构和满足内部管理需要设置的,必须以客户中心原则替代内部便利原则,以流程中心原则替代部门中心原则,以技术革命原则替代技术应用原则,对SDA银行现有的冗长、僵化、低效的业务流程进行再造和重塑,建立简便、高效、差别化、电子化的业务流程； (3)根据“纵向压缩、横向集成”的原则对SDA银行现有庞大的分支机构进行“扁平化”改造,将一级和二级分行精简为一层管理机构；对内设职能部门进行“集成式”改造,明确前、中、后台的部门职责；形成矩阵式或事业部制的组织结构； (4)进行IT治理,构建新一代核心业务系统,系统应符合SDA银行改革与发展的方向,符合新会计准则、会计核算制度和内部控制制度的基本规定,符合流程银行建设要求和客户需求,按照流程银行的建设思想,从业务交易、客户服务、产品、管理和风险控制等方面加以统筹考虑。
[Abstract]:With the globalization of global economy and the deepening of financial liberalization, the competition among all kinds of participants in the financial world is becoming more and more fierce. In order to cope with the fierce market competition and cultivate the core competitiveness of the banking industry, in the 1990s, on the basis of the theory of business process reengineering (BPR), American scholars took the lead in putting forward the theory of bank reengineering and creating a new mode of commercial bank management. With the help of modern information technology, banks are required to give up the functional division of labor in the traditional sense, redesign and plan the new management mode and business process of the bank, so as to reshape the scientific process of the bank and obtain the leading value and core competitive advantage. The construction of process bank is a new reform mode to fundamentally transform the existing and traditional business process and organizational structure of commercial banks with the help of modern information technology, adhere to the principle of customer-centered, change the management concept, values, working ideas and management mode of banks, and comprehensively enhance the core competitiveness of commercial banks. Based on the theoretical analysis of the construction of process bank, this paper points out the necessity, framework and basic way of constructing process bank, and then puts forward the methods and strategies of constructing process bank of SDA bank, as well as the necessary safeguard measures for the construction of process bank. The main conclusions and innovations of this paper are as follows: (1) Business process reengineering is the core of building process bank, organizational structure reengineering is an important support of bank reengineering, corporate culture reengineering is an important guarantee of bank reengineering, only according to customer needs, organizational reengineering according to process needs, cultural reengineering according to organizational needs, that is, the implementation of "trinity" reengineering, The construction of process bank can be successful. The contents of business process reengineering include foreground business process reengineering, credit management process reengineering, retail business process reengineering, product innovation process reengineering and so on. (2) the existing business processes of SDA Bank are set up to adapt to the existing organizational structure and meet the needs of internal management. We must replace the principle of internal convenience with the principle of customer center, replace the principle of department center with the principle of process center, replace the principle of technology application with the principle of technological revolution, reconstruct and reshape the existing long, rigid and inefficient business processes of SDA Bank, and establish simple, efficient and differential business processes. Electronic business process; (3) according to the principle of "vertical compression and horizontal integration", the existing huge branches of SDA Bank are "flattened", the first and second branches are simplified into a layer of management organization, the internal functional departments are transformed into "integrated" departments, and the responsibilities of the departments before, middle and back are clarified, and the organizational structure of matrix or division system is formed. (4) to carry out IT governance and construct a new generation of core business system, the system should conform to the direction of reform and development of SDA bank, the basic provisions of new accounting standards, accounting system and internal control system, meet the requirements of process bank construction and customer demand, and consider from the aspects of business transaction, customer service, product, management and risk control in accordance with the construction idea of process bank.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2

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