{"id":274,"date":"2019-05-14T10:40:43","date_gmt":"2019-05-14T10:40:43","guid":{"rendered":"http:\/\/kreko.de\/?page_id=274"},"modified":"2023-07-27T15:10:34","modified_gmt":"2023-07-27T15:10:34","slug":"kompetenzen","status":"publish","type":"page","link":"https:\/\/bmc-professionals.com\/en\/kompetenzen\/","title":{"rendered":"Competencies"},"content":{"rendered":"

Senior Expertise and Professional Competence<\/h2>\n\t

Senior Expertise and Professional Competence<\/h2>\n\t

Senior Expertise and Professional Competence<\/strong><\/h4>\n\t

Wer wir sind – Die erfahrungsbasierte Strategie- und Managementberatung f\u00fcr Finanzdienstleister<\/h1>\n\t

Wer wir sind – Die erfahrungsbasierte Strategie- und Managementberatung f\u00fcr Finanzdienstleister<\/h3>\n\t

BMC Professionals supports clients to solve strategic management challenges and implement the solutions. Our partners are experienced top management consultants with considerable expertise in the financial services industry.<\/p>\n\t

We combine our competencies with those of specialized network partners. In this way, we configure lean, tailor-made consulting teams for the specific needs of our clients.<\/p>\n\t

How We Work - Our Consulting Approach<\/h3>\n\t

Managing Strategic Challenges<\/h4>\n\t

Innovative Concepts and Implementation Support<\/h4>\n\t

Focused, Specialized Teams<\/h4>\n\t

Tailor-made Solutions for Our Clients<\/h4>\n\t\t\t\t\"strategische_Herausforderungen\"\n\tAls Strategieberater arbeiten wir mit dem Management unserer Kunden an deren wichtigsten Herausforderungen.
\nWir stehen f\u00fcr Expertise und Dialog. Nicht f\u00fcr generische Massenberatung.\n\t\t\t\t\"Innovative_Konzepte\"\n\tWir l\u00f6sen Kundenprobleme, begleiten aber auch bei der Umsetzung der L\u00f6sung.
\nWir stehen f\u00fcr Ergebnisse.
\nNicht f\u00fcr bunte Hochglanzpr\u00e4sentationen.\n\t\t\t\t\"Fokusierte_spezialisierte_Teams\"\n\tWir arbeiten ausschlie\u00dflich in fokussierten Teams mit spezialisierten Experten.
\nWir stehen f\u00fcr Know-how und Erfahrung.
\nNicht f\u00fcr Junior-Beraterpyramiden.\n\t\t\t\t\"passgenaue_loesungen\"\n\tWir wissen, dass jeder Klient und jedes Kundenproblem individuell sind.
\nWir stehen f\u00fcr passgenaue L\u00f6sungen f\u00fcr unsere Klienten.
\nNicht f\u00fcr Standardkonzepte von der Stange.\n\t

How We Work - Our Consulting Approach<\/h3>\n\t

Managing Strategic Challenges<\/h4>\n\t\t\t\t\"strategische_Herausforderungen\"\n\tAls Strategieberater arbeiten wir mit dem Management unserer Kunden an deren wichtigsten Herausforderungen.
\nWir stehen f\u00fcr Expertise und Dialog. Nicht f\u00fcr generische Massenberatung.\n\t

Innovative Concepts and Implementation Support<\/h4>\n\t\t\t\t\"Innovative_Konzepte\"\n\tWir l\u00f6sen Kundenprobleme, begleiten aber auch bei der Umsetzung der L\u00f6sung.
\nWir stehen f\u00fcr Ergebnisse.
\nNicht f\u00fcr bunte Hochglanzpr\u00e4sentationen.\n\t

Focused, Specialized Teams<\/h4>\n\t\t\t\t\"Fokusierte_spezialisierte_Teams\"\n\tWir arbeiten ausschlie\u00dflich in fokussierten Teams mit spezialisierten Experten.
\nWir stehen f\u00fcr Know-how und Erfahrung.
\nNicht f\u00fcr Junior-Beraterpyramiden.\n\t

Tailor-made Solutions for Our Clients<\/h4>\n\t\t\t\t\"passgenaue_loesungen\"\n\tWir wissen, dass jeder Klient und jedes Kundenproblem individuell sind.
\nWir stehen f\u00fcr passgenaue L\u00f6sungen f\u00fcr unsere Klienten.
\nNicht f\u00fcr Standardkonzepte von der Stange.\n\t

Unsere Kompetenzen – Vier Beratungsschwerpunkte<\/h1>\n\t

Unsere Kompetenzen – Vier Beratungsschwerpunkte<\/h3>\n\t

Market and Distribution Strategy, Digitization<\/h4>\n\t\t\t\t\"Vertriebsstrategie\"\n\t
    \n
  • Strategic business development<\/li>\n
  • Strategic positioning<\/li>\n
  • Business model definition<\/li>\n
  • (Digital) customer and sales strategies<\/li>\n
  • Control and process optimization in multi-channel distribution<\/li>\n
  • Product development, innovation and management<\/li>\n<\/ul>\n\t

    Strategic Optimization of IT & Operations<\/h4>\n\t\t\t\t\"IT_Operations\"\n\t
      \n
    • Optimization of IT project portfolios<\/li>\n
    • Project review, project rescue and quality assurance<\/li>\n
    • IT-Strategie und Architekturentwicklung<\/li>\n
    • Payment transactions, security settlement and credit processes<\/li>\n
    • Flexible, lean operating and sourcing models<\/li>\n<\/ul>\n\t

      Targeted Implementation of Regulatory Requirements<\/h4>\n\t\t\t\t\"Regulatorisch_Anforderungen\"\n\t
        \n
      • Regulatory radar and impact assessment on business\/operating model<\/li>\n
      • Regulatory project (portfolio) alignment and review<\/li>\n
      • Focus \/ review of individual projects<\/li>\n
      • Design of finance and risk architecture: functional, applications, data<\/li>\n
      • Program guidance and quality assurance<\/li>\n<\/ul>\n\t

        Organizational Optimization and Efficiency Management<\/h4>\n\t\t\t\t\"Organisationsoptimierung2\"\n\t
          \n
        • Service-oriented, effective organization<\/li>\n
        • Reorganization, post-merger integration<\/li>\n
        • Analysis of cost structures and complexity<\/li>\n
        • Levers and action plan for efficiency optimization<\/li>\n
        • Implementation support and benefit capture control<\/li>\n<\/ul>\n\t

          Market and Distribution Strategy, Digitization<\/h4>\n\t\t\t\t\"Vertriebsstrategie\"\n\t
            \n
          • Strategic business development<\/li>\n
          • Strategic positioning<\/li>\n
          • Business model definition<\/li>\n
          • (Digital) customer and sales strategies<\/li>\n
          • Control and process optimization in multi-channel distribution<\/li>\n
          • Product development, innovation and management<\/li>\n<\/ul>\n\t

            Strategic Optimization of IT & Operations<\/h4>\n\t\t\t\t\"IT_Operations\"\n\t
              \n
            • Optimierung des IT Projektportfolios<\/li>\n
            • Project review, project rescue and quality assurance<\/li>\n
            • IT Strategie und Architekturentwicklung<\/li>\n
            • Payment transactions, security settlement and credit processes<\/li>\n
            • Flexible, lean operating and sourcing models<\/li>\n<\/ul>\n\t

              Targeted Implementation of Regulatory Requirements<\/h4>\n\t\t\t\t\"Regulatorisch_Anforderungen\"\n\t
                \n
              • Regulatorischer Radar<\/li>\n
              • Auswirkungen Regulierung auf Gesch\u00e4fts-\/Betriebsmodell<\/li>\n
              • Regulatory project (portfolio) alignment and review<\/li>\n
              • Focus \/ review of individual projects<\/li>\n
              • Design of finance and risk architecture: functional, applications, data<\/li>\n
              • Program guidance and quality assurance<\/li>\n<\/ul>\n\t

                Organizational Optimization and Efficiency Management<\/h4>\n\t\t\t\t\"Organisationsoptimierung2\"\n\t
                  \n
                • Service-oriented, effective organization<\/li>\n
                • Reorganization, post-merger integration<\/li>\n
                • Analysis of cost structures and complexity<\/li>\n
                • Levers and action plan for efficiency optimization<\/li>\n
                • Implementation support and benefit capture control<\/li>\n<\/ul>\n\t

                  Unser Beratungsansatz –
                  \nKundenzentriert, erfahrungsbasiert, relevant, effektiv<\/h1>\n\t

                  Unser Beratungsansatz – Kundenzentriert, erfahrungsbasiert, relevant, effektiv<\/h3>\n\t\t\t\t\"6-Bausteine_DE\"\n\t

                  Projektbeispiele – Ergebnisse f\u00fcr unsere Kunden<\/h1>\n\t

                  Projektbeispiele – Ergebnisse f\u00fcr unsere Kunden<\/h3>\n\t

                  Retail Strategy for a Bank<\/h3>\n\t\t\t\t\"arrow\"\n\t

                  Customer challenge: \"Is classic retail banking coming to an end? What does sustainable retail banking look like?\" <\/strong><\/p>\n\t

                  Low interest rates, increasing competition from \"digital\" providers, unfavorable cost structures and additional regulatory costs are weakening the strategic positioning of many retail banks. With the support of BMC Professionals, our client has refined its sustainable strategy and initiated an implementation program.<\/p>\n\t

                  Project approach and result: \"Customer-centric, focused business model\"<\/strong><\/p>\n\tGemeinsam mit dem Klienten haben wir einen Strategieentwicklungsprozess
                  \ndurchgef\u00fchrt. In diesen wurden zun\u00e4chst M\u00e4rkte und Marktpotenziale untersucht und Kunden- sowie Produktstrukturen finanziell bewertet. Zudem wurden Kundenanforderungen an die Bank direkt durch \u201eKundenfokusgruppen\u201c eingeholt. Der Wettbewerb wurde im Hinblick auf Digitalisierungsstrategien, aber auch hinsichtlich finanzieller und vertrieblicher Kennzahlen untersucht.
                  \nGemeinsam haben wir Marktchancen \u2013 auch vor dem Hintergrund der internen F\u00e4higkeiten der Bank \u2013 priorisiert und in eine Strategie des Retailgesch\u00e4fts eingebettet.
                  \nDer Klient hat mit unserer Unterst\u00fctzung Ma\u00dfnahmenpakete definiert, die attraktive Returns on Investments liefern. In Summe ist eine Ergebnisverbesserung von 20% eingeleitet worden.\n\t

                  IT Strategy for a Banking Group<\/h3>\n\t\t\t\t\"arrow\"\n\t

                  Customer challenge: \"What role should IT play in our company, what should it focus on, how much should it cost and how will it be organized?<\/strong><\/p>\n\t

                  These core issues were dealt with by a bank's Board of Managing Directors and IT management team. The existing IT strategy was more formal, and gave only partially viable answers to important requirements of the corporate strategy, the specialist area of the regulator, and technological change.<\/p>\n\t

                  Project approach and result: \"Business-oriented, future-proof and compliant\".<\/strong><\/p>\n\t

                  Our approach to IT strategy definition systematically takes into account market, technological and regulatory factors. Increased requirements for the regulator are set through the BAIT framework, which defines highly operational and specific targets for the banks\u2019 IT strategy, stressing the ever-greater importance of information security and compliance. Technologically, cloud approaches and artificial intelligence are dramatically changing the delivery model and scope of IT services. For the customer, alignment with business functions was essential, while the business functions\u2019 strategic IT priorities had first to be discussed and jointly defined. As a result, a clear, much more \u2018business-oriented\u2019 IT strategy was developed, with a clear focus on the bank's success factors (e.g. customer experience, process optimization, efficiency, compliance). A customer-oriented and bimodal (integrating agile components) operating model and a sustainable HR concept for IT have ensured the future viability of the bank and IT.<\/p>\n\t

                  Agilisation Bank<\/h3>\n\t\t\t\t\"arrow\"\n\t

                  Customer challenge: \"How can we become faster and more flexible in our decisions, while at the same time following clear, transparent and value-adding goals?<\/strong><\/p>\n\t

                  The board of a bank recognized the need to break out of rigid and rather formal targeting processes and look for a more agile and relevant management instrument.<\/p>\n\t

                  Project approach and result: \"Clear, flexible, transparent: Objectives & Key Results (OKR)\"<\/strong><\/p>\n\t

                  This target setting methodology, which originated in the BigTech or FinTech area, transfers agile management principles to complete companies or parts of companies. We have adapted this approach to the specific needs of our customers. The elements to this approach are quarterly goal definition, the operationalization of goals into tangible and measurable \"results\", and the flexible and reasoned adjustment of goals which market or company require. In particular, the transparent discussion of setting and achieving business unit objectives has significantly improved the level of understanding and cooperation across organizational units. Decisions are made more quickly, and are now value-oriented and transparent. Responsibility is more decentralized, and at the same time more measurable.<\/p>\n\t

                  Provider Strategy Insurance<\/h3>\n\t\t\t\t\"arrow\"\n\t

                  Customer challenge: \"Our processes are too manual, many documents are paper-based and our IT platform is outdated. How can we overcome this situation, and which strategic partners we should work with?\"<\/strong><\/p>\n\t

                  An insurance company needed an opportunity\/risk assessment of their existing (partner) structures and a reorientation of their IT provider strategy.<\/p>\n\t

                  Project approach and result: \"New strategic partnership for the future of the insurance business.\"<\/strong><\/p>\n\t

                  Based an intensive business-oriented, technical, economic and strategic evaluation, the previous provider\u2019s model was dissolved and the upcoming \"forced migration\" to a new solution of the old provider was averted. Instead, a new strategic partner was found to best fit the needs of our customer, the existing platform was updated from a technical and capability perspective. Customers, business units and IT are already benefiting from this new provider strategy \u2013 the insurance performs \"better, cheaper and faster\".<\/p>\n\t

                  Retail Strategy for a Bank<\/h3>\n\t

                  Customer challenge: \"Is classic retail banking coming to an end? What does sustainable retail banking look like?\" <\/strong><\/p>\n\t

                  Low interest rates, increasing competition from \"digital\" providers, unfavorable cost structures and additional regulatory costs are weakening the strategic positioning of many retail banks. With the support of BMC Professionals, our client has refined its sustainable strategy and initiated an implementation program.<\/p>\n\t

                  Projektansatz und Ergebnis: \u201eKundenzentriertes, fokussiertes Gesch\u00e4ftsmodell.\u201c<\/strong><\/p>\n\tGemeinsam mit dem Klienten haben wir einen Strategieentwicklungsprozess
                  \ndurchgef\u00fchrt. In diesen wurden zun\u00e4chst M\u00e4rkte und Marktpotenziale untersucht und Kunden- sowie Produktstrukturen finanziell bewertet. Zudem wurden Kundenanforderungen an die Bank direkt durch \u201eKundenfokusgruppen\u201c eingeholt. Der Wettbewerb wurde im Hinblick auf Digitalisierungsstrategien, aber auch hinsichtlich finanzieller und vertrieblicher Kennzahlen untersucht.
                  \nGemeinsam haben wir Marktchancen \u2013 auch vor dem Hintergrund der internen F\u00e4higkeiten der Bank \u2013 priorisiert und in eine Strategie des Retailgesch\u00e4fts eingebettet.
                  \nDer Klient hat mit unserer Unterst\u00fctzung Ma\u00dfnahmenpakete definiert, die attraktive Returns on Investments liefern. In Summe ist eine Ergebnisverbesserung von 20% eingeleitet worden.\n\t

                  IT Strategie Bankengruppe<\/h3>\n\t

                  Customer challenge: \"What role should IT play in our company, what should it focus on, how much should it cost and how will it be organized?<\/strong><\/p>\n\t

                  Diese Kernfragen besch\u00e4ftigten Vorstand und IT-F\u00fchrungsteam einer Bank. Die vorhandene IT Strategie war eher formal ausgerichtet und gab auf wichtige Anforderungen der Unternehmensstrategie, des Fachbereichs des Regulators und des technologischen Wandels nur teilweise tragf\u00e4hige Antworten.<\/p>\n\t

                  Project approach and result: \"Business-oriented, future-proof and compliant\".<\/strong><\/p>\n\t

                  Unser Ansatz der IT-Strategiedefinition ber\u00fccksichtigt systematisch die Umfeldfaktoren Markt, Technologie und Regulatorik. Wichtig sind die gestiegenen Anforderungen des Regulators im Sinne der BAIT, die sehr operative und klare Ziele im Rahmen einer IT Strategie einfordert und die den Themen Informationssicherheit und Compliance immer st\u00e4rkere Bedeutung zumisst. Technologisch ver\u00e4ndern Cloud-Ans\u00e4tze und Artificial Intelligence Liefermodell und Leistungsumfang der IT dramatisch. Kunden-intern war das Alignment mit dem Fachbereich essentiell, wobei die strategischen IT Priorit\u00e4ten auf der Fachseite zun\u00e4chst gemeinsam diskutiert und definiert werden mussten. Im Ergebnis wurde eine klare, weitaus st\u00e4rker als bisher \u201egesch\u00e4ftsorientierte\u201c IT Strategie entwickelt, die einen klaren Fokus auf die Erfolgsfaktoren der Bank (z.B. Kundenerlebnis, Prozessoptimierung, Effizienz, Compliance) hat. Ein kundenorientiertes und bimodales (also auch agile Komponenten integrierendes) Operating-Modell sowie ein nachhaltiges IT Personalkonzept sichern die Zukunftsf\u00e4higkeit von Bank und IT ab.<\/p>\n\t

                  Agilisation Bank<\/h3>\n\t

                  Customer challenge: \"How can we become faster and more flexible in our decisions, while at the same time following clear, transparent and value-adding goals?<\/strong><\/p>\n\t

                  The board of a bank recognized the need to break out of rigid and rather formal targeting processes and look for a more agile and relevant management instrument.<\/p>\n\t

                  Projektansatz und Ergebnis: \u201eKlar, flexibel, transparent: Objectives & Key Results (OKR).\u201c<\/strong><\/p>\n\t

                  This target setting methodology, which originated in the BigTech or FinTech area, transfers agile management principles to complete companies or parts of companies. We have adapted this approach to the specific needs of our customers. The elements to this approach are quarterly goal definition, the operationalization of goals into tangible and measurable \"results\", and the flexible and reasoned adjustment of goals which market or company require. In particular, the transparent discussion of setting and achieving business unit objectives has significantly improved the level of understanding and cooperation across organizational units. Decisions are made more quickly, and are now value-oriented and transparent. Responsibility is more decentralized, and at the same time more measurable.<\/p>\n\t

                  Provider Strategy Insurance<\/h3>\n\t

                  Customer challenge: \"Our processes are too manual, many documents are paper-based and our IT platform is outdated. How can we overcome this situation, and which strategic partners we should work with?\"<\/strong><\/p>\n\t

                  An insurance company needed an opportunity\/risk assessment of their existing (partner) structures and a reorientation of their IT provider strategy.<\/p>\n\t

                  Project approach and result: \"New strategic partnership for the future of the insurance business.\"<\/strong><\/p>\n\t

                  Based an intensive business-oriented, technical, economic and strategic evaluation, the previous provider\u2019s model was dissolved and the upcoming \"forced migration\" to a new solution of the old provider was averted. Instead, a new strategic partner was found to best fit the needs of our customer, the existing platform was updated from a technical and capability perspective. Customers, business units and IT are already benefiting from this new provider strategy \u2013 the insurance performs \"better, cheaper and faster\".<\/p>\n \"\"\n

                  We are pleased to announce that we are now BMC Strategy, you can find us now here.<\/p>\n https:\/\/bmc-strategy.com\/<\/a>\n\t\t\t\t\n\t\t\t\t\"LOGO_png_small_250px\"\n\t\t\t\t<\/a>\n\t

                  Contact <\/a>\u00a0I\u00a0 Career<\/a>\u00a0 I\u00a0 Imprint<\/a>\u00a0 I\u00a0 Privacy Protection<\/a><\/p>","protected":false},"excerpt":{"rendered":"

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