关于流程银行建设的探讨

近年来,随着金融业的发展,金融产品和业务交易越来越复杂,传统的业务流程和管理流程在业务经营和风险管理等方面的弊端逐渐显示出来,业务流程是银行经营管理的生命线,我国商业银行要建成一流国际公众持股银行,就必须推进流程银行建设.     

关于我国商业银行建设流程银行的思考

从传统部门银行向流程银行过度是我国银行业深化改革一条较优的路径选择。随着我国商业银行经营体制的不断变革,构建流程银行已成为国内商业银行深化改革的重要目标。本文从流程银行理论入手,结合国际流程银行再造的成功经验,以及我国商业银行的经营管理模式,提出构建流程银行的设想。     

浅谈国有商业银行信贷业务流程再造

随着全球经济金融一体化、金融信息化的蓬勃发展，面对更加注重需求的客户，日新月异的信息技术和已趋白热化的金融竞争，现代商业银行纷纷以变求生，掀起了银行再造运动，银行流程再造已经成为商业银行加强管理、改进服务、实现持续发展、提高发展质量、提升银行核心竞争力的重要途径。     

流程银行的战略内涵及合规风险管理研究

提出了随着金融全球化的迅速发展和银行业竞争的不断加剧,商业银行面临的风险日益增多,风险管理难度日益加大,而实施合规风险管理已经成为确保提高经营管理水平的关键环节。对流程银行的战略内涵进行了分析,并探讨了流程银行的合规风险管理问题。     

流程银行建设:打造一流国际公众持股银行的微观基石

近年来,我国主要的大型商业银行相继完成或正在进行财务重组、引进境外战略投资者和上市的“三部曲”,公司治理结构得到很大的改善。但随着金融改革、开放和创新的发展,金融产品和业务交易也越来越复杂,传统的业务流程和管理流程在业务经营和风险管理等方面的弊端逐渐显露出来。业务流程是银行经营管理的生命线。我国商业银行要建成一流国际公众持股银行,就有必要加快步伐推进流程银行建设。     

流程银行经营模式下农行组织机械改革研究

随着金融脱媒化、利率市场化和金融电子化日益成为趋势，各主要发达国家借助现代信息技术，重新设计银行的业务流程、组织架构和管理模式，实施流程再造已经成为一种潮流。在借鉴国际先进经验的基础上，我国商业银行也对流程银行建设进行了积极探索。论文从农业银行角度出发，对其流程银行建设及路径进行了探讨。     

构建流程银行的内涵及实施路径研究

目前,我国的银行业处于金融脱媒和利率市场化的转型时期,如何改善管理水平,提升自身的市场竞争力成为银行业普遍面临的问题。再造理论在银行业的应用得到了银行业的普遍认可,越来越多的国际性银行走上了流程再造之路,并且取得了令人瞩目的成果。借鉴流程银行建设的国际经验并结合我国金融发展实践,对流程银行的内涵进行了解析,同时对流程银行的实施路径进行了系统深入研究,期望为我国商业银行的转型提供一些借鉴。     

借鉴国际经验 加快流程银行建设

上世纪八十年代以来，许多西方商业银行进行了流程改造，核心竞争优势得以巩固或重塑。目前，我国国有商业银行的股份制改革已全部完成，盈利能力得到大幅提升，但是当前“部门银行”的架构已成为阻碍商业银行发展的体制性弊端。本文将在介绍流程银行的内涵、管理理念和竞争优势的基础上，详细阐述国际知名银行流程改造的经验，并结合当前国内银行部门银行的体制弊端，提出加快流程银行建设的必要性和策略建议，以供参考。     

加快科技创新构建现代流程银行

近年来,我国银行监管当局针对银行业存在的合规失效、有章不循、内部制衡机制难以有效发挥等一系列弊端,提出了对目前的部门银行模式进行再造、建构流程银行的意见。目前农行充分利用全行性核心应用软件和信息基础设施日趋完善的有利条件,依托全国数据集中所提供的强大的信息技术平台,加快科技创新步伐,实施业务流程和管理流程再造,推动农行从传统部门银行向现代流程银行的转变,已成为农行加快整体改制进程、建立核心竞争优势的必由之路。信息技术应用与构建流程银行的关系信息技术与商业银行经营管理的全面融合,是商业银行信息化的发展趋势…     

浅析基层行服务品牌的创立与维护

由于我国金融企业产品的严重同质化，服务质量就成为基层行在同业间区别彼此优势的突出体现，构成了核心竞争力的主要内容。现代商业银行经营转型已从产品为主转向服务至上，银行的服务质量成为衡量一家银行网点经营管理水平高低和现代化程度的重要标志。因此，如何提高服务品牌的竞争力已经成为基层银行业务发展的当务之急。     

分众式扩张

分众传媒2003年成立,为了在竞争中快速胜出,必须有金融资本的支持.于是分众先后进行了三轮私募融资.当时投资商之一的软银中国对媒体广告没有概念,并不看好分众的商业模式.分众传媒成立之初,适逢"非典",没有人外出,广告商大幅压缩广告支出.分众很快出现资金流紧张问题.于是紧急启动第二轮融资,在2003年底前,媒体广告价值凸显,分众成功吸引了众多外资的注意,获得大约2000万美元的私募投资.     

The process audit

Few executives question the idea that by redesigning business processes--work that runs from end to end across an enterprise--they can achieve extraordinary improvements in cost, quality, speed, profitability, and other key areas Yet in spite of their intentions and investments, many executives flounder, unsure about what exactly needs to be changed, by how much, and when. As a result, many organizations make little progress--if any at all--in their attempts to transform business processes. Michael Hammer has spent the past five years working with a group of leading companies to develop the Process and Enterprise Maturity Model (PEMM), a new framework that helps executives comprehend, formulate, and assess process-based transformation efforts. He has identified two distinct groups of characteristics that are needed for business processes to perform exceptionally well over a long period of time. Process enablers, which affect individual processes, determine how well a process is able to function. They are mutually interdependent--if any are missing, the others will be ineffective. However, enablers are not enough to develop high-performance processes; they only provide the potential to deliver high performance. A company must also possess or establish organizational capabilities that allow the business to offer a supportive environment. Together, the enablers and the capabilities provide an effective way for companies to plan and evaluate process-based transformations. PEMM is different from other frameworks, such as Capability Maturity Model Integration (CMMI), because it applies to all industries and all processes. The author describes how several companies--including Michelin, CSAA, Tetra Pak, Shell, Clorox, and Schneider National--have successfully used PEMM in various ways and at different stages to evaluate the progress of their process-based transformation efforts.     

On an inverse Gaussian process

Abstract

Tweedie [11] investigated properties of the Inverse Gaussian distribution. We define in this paper the Inverse Gaussian process. For the discrete case we find the density function of the functions of Inverse Gaussian variates. We look for covariance function and stochastic integral as well as conditional density functions of an Inverse Gaussian process.     

How process enterprises really work

Many companies have succeeded in reengineering their core processes, combining related activities from different departments and cutting out ones that don't add value. Few, though, have aligned their organizations with their processes. The result is a form of cognitive dissonance as the new, integrated processes pull people in one direction and the old, fragmented management structures pull them in another. That's not the way it has to be. In recent years, forward-thinking companies like IBM, Texas Instruments, and Duke Power have begun to make the leap from process redesign to process management. They've appointed some of their best managers to be process owners, giving them real authority over work and budgets. They've shifted the focus of their measurement and compensation systems from unit goals to process goals. They've changed the way they assign and train employees, emphasizing whole processes rather than narrow tasks. They've thought carefully about the strategic trade-offs between adopting uniform processes and allowing different units to do things their own way. And they've made subtle but fundamental cultural changes, stressing teamwork and customers over turf and hierarchy. These companies are emerging from all those changes as true process enterprises--businesses whose management structures are in harmony, rather than at war, with their core processes. And their organizations are becoming much more flexible, adaptive, and responsive as a result.     

怎样进行经理人融资收购

对于投资公司来说,MBO投资虽然有一定的风险,但成功概率比较高。交易中有股权、债权、员工持股计划等模式的选择。经理人融资收购究竟如何把握机会?应该采取怎样的交易模式?请看     

SOA技术打造高效的流程银行——专访交通银行太平洋信用卡中心信息科技部总监王锦民

如今银行的客户并不会关心银行拥有多少部门,而会关心服务流程需要多少时间。在部门银行的体系下,部门之间在客户服务、产品创新和风险防范方面仍存在不必要的隔阂,使得服务的响应不能做到便利快     

Takeover duration and negotiation process

We study the relations between takeover negotiations duration, competition and learning, focusing on the private phase of bidder-initiated transactions. While the negotiation goes on, both parties learn about true deal synergies. At any moment, rival bidders can show up and compete for the target. Using a discrete-time finite-horizon dynamic programming approach, we derive the equilibrium relations between the negotiation duration, the pressure of potential competition and the learning process. Next, we perform a calibration exercise on a large sample of merger negotiations with hand-collected data from the Securities and Exchange Commission filings. Our results provide evidence of a very competitive M&A (Mergers and acquisitions) market.     

The path to process data

Analysis of transformation processes is a potent tool for the understanding of materials utilization, energy consumption, environmental pollution and the productivity of capital and labour. This paper introduces process analysis with emphasis on the need for physical rather than monetary data. Some uncoordinated data gathering activities relevant to process analysis are examined. Two prototype process databases are described to illustrate ways of approaching process analysis and it is noted that a process database is necessary for the next generation of economic models. Although there is as yet little progress in assembling the organization to coordinate the building of such a database, some strategies for the future are proposed.