Business Process Improvement Report for ANZ Bank: PROJ6009 Module 5

This report provides a comprehensive analysis of business process improvement for the Australia and New Zealand Banking Group (ANZ). It begins with an executive summary and an introduction that outlines the bank's position in the financial sector and the objectives of the report. The report then delves into the audit process development methods, evaluating the current 'As-Is' system and suggesting transformations to a 'Should-Be' state. It examines the benefits of automated systems within the loan process, identifies areas for improvement such as broader coverage, user-friendliness, and centralized solutions. The report also establishes and justifies the process of governance for business process management (BPM) changes, highlighting the advantages of BPM implementation, including streamlining processes, improving decision-making, and enhancing customer management. Furthermore, it demonstrates strategies to ensure stakeholder consideration in technology and process changes, including stakeholder engagement, user awareness, and resistance management. The report concludes by emphasizing the importance of process development for operational efficiency and the need for ANZ to quantify improvements and secure support from top management.

Running head: BUSINESS PROCESS IMPROVEMENT REPORT
Business Process Improvement Report
(The Australia and New Zealand Banking Group)
Name of the student:
Name of the university:
Author Note

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Executive summary
Australia and New Zealand Banking Group Limited is a banking service from Australia. The
headquarters of this multinational financial business lies in Melbourne. According to resource count,
it is 2nd largest in the nation. As per market capitalization, its rank is at three. In this study, the audit
process development is demonstrated for the banking business. Further, the evaluation helps in
investigating how the “to- be” features can be transformed effectively to “should-be” for the bank.
Moreover, the changes in the process governance for the bank regarding the business process
management study is discussed here. At last, the various measures to ensure how the stakeholders
can be considered for the technology changes with processes are demonstrated in the report.

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Introduction:
The ANZ or “Australia and New Zealand Banking Group Limited”, is a multinational
financial and banking service located in Australia. Its headquarters lies at Melbourne and is regarded
as the second largest as per the resources. Further, it ranks third as per market capitalization at the
nation. The following report intends to understand the methods of Audit process development. Next,
it evaluated and suggested whether it can be “To-Be” can turn out to be “Should-Be”. Further, the
changes in the governance of the process for business process management at ANZ is analyzed.
Lastly, the ways to assure better that the stakeholders are taken into consideration to the technology
changes and process are expected to be evaluated from the study.
Description of the scenario Audit Process development methods chosen:
For the current case of ANZ, the process and metric-driven systems have been validated.
This can be utilized through different indicators. Here, the indicators of effectiveness and
implementations involve. It involves the delivered part quality performances, customer disruptions
that involves the returns of the fields. Next, there are the delivery performances that involve the
various incidents of the premium freight. Further, it also involves customer notifications that are
related to delivery or quality concerns (Chang, 2016). Besides, the process principles that are
demonstrated within ISO 9001:2000 and ISO/TS 16949 has been powerful tools. This is for the
organizations for focusing on the outcomes affecting the extreme bottom line along with the metrics
of customer satisfaction. It must be reminded that there is a substitute for knowledge. Here, a
suitable system design needs in-depth knowledge for the processes for optimizing the planned results
(Rosemann & Vom brocke, 2015). Apart from this, the experts of the process design are members of

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ANZ’s internal management team. The owners can be considered as the critical link for meeting the
various business objectives. Moreover, they are also essential ones under the audit process.
Evaluating and suggesting “To-be” for becoming “Should-Be”:
ANZ, through deploying the “To-Be” systems of their automated systems under their loan
process, has brought many benefits. It has led to a better kind of accountability with transparencies
under the hierarchies of the loan department at the bank. Further, the unified systems to store the
managing and documenting are don within the “To-be” system. Again, the advanced kind of
analytical process to report the documents for greater management level are done through this
(Harmon, 2019). Apart from this, the automated platforms have been leading to the loan department
for managing the workflows of different requests of loans, making approvals and granting of loans to
clients.
Nevertheless, the “To-Be” system can be changed to “should-be” through the suggestions
demonstrated hereafter. Firstly, there can be broader coverage. It has been essential to making
exploration of the loan management solution covering a wide array of users. This must be delivering
performances such as activities of financial tasks like consumer loans and commercial leasing. Next,
the system can be made user friendly (Vom brocke, Zelt & Schmiedel, 2016). To develop the
operational efficiencies and then to boost the functions of account management, one requires a loan
management system simple to set up and then configure according to the exclusive needs of the
business. Further, there should be centralized solutions. It must assure that the loan department of
ANZ receives a singular and holistic view of every application. This must be irrespective of the
branch the application has been emanated from (Schmiedel & Vom Brocke, 2015). Next, regarding
agility and speed, the streamlined and quick way of sanctioning of loan is the suited discourse
helpful for the clients. They can further appreciate the potential of non-banking channels. Further,

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there should be authenticated access that must centralize every seller data of ANZ along with links
with electronic documents. Further, there must be technology and support for customer service.
Again, there should be cloud based or the on-premises deployments. Lastly, there should be better
integration of the third party (Rahimi, Møller & Hvam 2016). Here, the module of loan processing
required to work in synchronization with various systems such as ERP or CRM. Establishing and
justifying the process of governance for the change in business process management:
For ANZ, the BPM is about process development and the techniques must be helpful for
them to incline their operational process with business strategy and objectivities. As used or
deployed the software properly should be helping ANZ to automate various BPM process. This must
involve the getting of payments from the third parties, account opening and many more. Apart from
this, the BPM tool is effective to accelerate the procedure of internal banking. It includes the process
of HR, along with various processes of loan requests (Uhl & Gollenia, 2016). However, the primary
cause why ANZ should be searching for the BM tools is to raise the ability of their business and
manage workflows. Some of the important advantages of BPM implementation for ANZ. It should
be streamlining every critical process of business. Apart from this, it can make the decision making
simpler. Besides, it should accelerate the process of client management. Further, they should be
enabling higher efficiency with cost savings with the current processes and applications (Vom
Brocke & Mendling, 2018). Besides, it should be helpful to define the detailed process having an
overall view of reporting, duties and activities of various responsible departments. Further, other
cases why ANZ can deploy BPM tools are the rise in transparency in various operations and then the
minimization of various faculty activities. Apart from this, the BPM tools must help in streamlining
every business of ANZ’s banking by keeping the customers and employees satisfied (Bolsinger,
2015).

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Demonstrating the ways to assure better that the stakeholders have been
considered in technology and process change:
For these various measures are to be taken from the side of ANZ. Firstly, there should be a
stakeholder engagement and identification strategy. The strategy must be defining the end-to-end
user engagement involving various channels and models of engagement. Further, there should be
engaging from the beginning. As the affected user groups and users determine at the preparation
phase, the further step is to possess initial time engagement with users of ANZ with teaser
communication regarding the aims of the business transformation initiative (Zur Muehlen &
Shapiro, 2015). Next, there must be user awareness regarding business benefits from the
transformation program and the ways it can affect the technology, policies, processes and people.
Again, there should be an analysis of change impact. This must be because of the needs of
transformation to be assessed with the inputs from stakeholders and collecting data. Regarding
communication multichannel communications for ANZ should be enabled from the beginning for
the post-go-live and go-live stages. Next, there should be resistance management. As smart
leadership and vision can direct the change of ANZ, the resistance would be reducing. Again, there
should include resistance management where the organization dynamics, effect on users and
response of users to feedbacks and surveys must be considered when the resistance is to be managed
(Schmiedel, vom Brocke & Recker, 2015). Besides, there should be change management
deployment of networks. Deploying and building efficient change ambassador and the change
network is the main tool for ANZ, business transformation. Further, the change network can use
efficient spread the communication and awareness around all the departments of ANZ. Besides, it
can assure the communications related to change benefits directly distributed from stakeholders to
the teams. It is the smartest method of engagement (Kirchmer, 2017). Further, suitable training
processes must be implemented at ANZ. Here, the train-the-trainer approach with the “super-user-to-

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end-users approach” of training has been a certain complicated approach to be considered for
broader training of the user base. Lastly, there is reinforcement for ANZ. Here, the awareness of
user-developed, in the beginning, requires to last till the ending phase. It can be made possible with
the constant efforts of reinforcements like multi-interval and multi-channel communications and the
user surveys to analyse the awareness levels.
Conclusion:
The developing of process at ANZ can lead to change their routines and outlooks. This is
particularly, as it comes problem solving to their corporate setting. It is understood from the above
study that any change is seeming to be insignificant or minor to be worth with that effort, the long-
term return on the operational efficiency is highly valuable. Next, developing process solutions are
vital to concentrate on the process and quickly move towards technology solutions. This is
appropriate and is vital to fix the processes. ANZ must quantify the developments of their potentials.
This should be in terms of money, service and quality as understood from the above study. Further,
ANZ must receive the support and buy-in from the top management and those liable to make the
improvements in the process occur. ANZ should be having a smart idea regarding how they can take
advantage of making those developments to the analysed processes. Apart from this, managers must
present their recommendations and findings regarding business process managements to senior
management to assure that they are on board regarding their exercise. They should be assuring in
detail how the improvement processes can boost the bottom line of the company and the outcomes of
additional tangible advantages.

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