【正文】 Costing Profitability Assignment Productivity Reporting Customer Image Error Complaints Processing Speed Service Quality Management Sales Develop ment Analysis . Cost . Pricing Product Profitability Segment Relation ship Market Sector Customer Seg. Profitability Product Business Unit Customer Seg. Sales Performance Reporting Competitive Demogra phic Product Market Research Analysis Administrative Recruit Training Career Planning Payment Human Resources Mgmt. Asset Insurance Value Deprecia tion Inventory / Fixed Asset Mgmt. EIS Management Control Investment Bank A/C Trust A/C Treasury Management Syndicated Loan Securities Money Market Int39。l Investment Management Eletronic Office Financial Transfer Rate Exchange Rate B/S, P/L Budget Financial Mgmt. Accounting Costs Revenues Profitabi lity Financial Budgeting Forecasting Analysis . Liquidity . Interest Rate . FX Rate . Duration ALM Credit Interest Rate Fx Rate Liquidity Risk/Return Management Branch/ cost center Business Unit Profitability Ratio . BIS . CD Risk Exposure Regulatory Compliance Phase 1 Phase 2 Phase 3 Information Action Plan Overview 5 ISP Project Executive Summary February 15, 1995 The ISP project is making five major remendations that will significantly change Bank X. The goal of today’ s meeting is to confirm with you the remendations shown below and to request your support as we move forward. Remendation 1: Focus systems development on new customer relationship, profitability management, and risk management applications. Remendation 2: Divide applications into three phases: customer relationship first, management control second, low priority third. Remendation 3: Select an advanced UNIX technical infrastructure for new applications。 surround operational systems. Remendation 4: Change the Bank X EDP and business anizations to encourage shared planning, design, and relationship building. Remendation 5: Invest aggressively on information systems, technical hardware, and training。 limit spending on operational systems。 revisit service delivery. Information Action Plan Overview 6 ISP Project Executive Summary February 15, 1995 2. The Future: the case for change 7 ISP Project Executive Summary February 15, 1995 A s s et s3 7 , 8 5 4 K o r e a D e v e l o p m e nt3 7 , 8 3 9 K o r e a E xc ha nge3 7 , 1 6 5 H a ni l3 7 , 0 9 8 K o r e a F i r s t3 2 , 7 7 1 C ho H u ng3 1 , 9 0 1 K o o k m i n3 1 , 7 2 1 B a nk o f S e o u l3 1 , 4 4 6 K o r e a C o m m e r c i a l2 4 , 4 6 0 I B K2 2 , 8 4 8 S hi nh a n2 0 , 5 9 0 K o r e a H o u s i ng1 6 , 0 4 0 H a na 39。9 51 0 , 7 7 1 H a na 39。9 41 0 , 7 2 5 B o r a m9 , 0 5 1 H a na 39。9 38 , 5 3 28 , 1 8 4 D o ngw ha7 , 8 9 66 , 6 3 85 , 0 1 71 . 0 % 3 . 0 % 5 . 0 % 7 . 0 % 9 . 0 % 1 1 . 0 % 1 3 . 0 % 1 5 . 0 % 1 7 . 0 % 1 9 . 0 % 2 1 . 0 % 2 3 . 0 % 2 5 . 0 % 2 5 . 1 0 0 %P er f o r m an c e ( R etu r n *P r o d u c ti vi ty )( R etu r n =R O E , P r o d u c ti vy =A s s et/Em p l o y ee)While the past five years have been successful, Bank X’ s future looks to be even more challenging. Bank X must find ways to grow without impacting its high productivity. The Future: the case for change Large Size High Performance Target Source: Institutional Investor, 8/95 8 ISP Project Executive Summary February 15, 1995 Bank X current applications represent only 38%* of the applications it will need to lead in the future. Yet at the current pace of application building and IT expenditure, it may take 812 years to plete identified applications. The Future: the case for change * Based on applications identified in ISP project I T S pe nd i ng0 . 0 0 %0 . 1 0 %0 . 2 0 %0 . 3 0 %0 . 4 0 %0 . 5 0 %0 . 6 0 %0 . 7 0 %H a n aB a n k 39。 9 4K o r e a nB a n k sU . S .B a n kA v e r a g eC it ib a n kIT Exp./AssetsN e w A ppl i c a t i on D e v e l opm e nt 199419961998202320232023202339% 75% 100%P e r c e n t Co m p l e t eYear Complete5 a p p s / y r ( c u r r e n t )1 0 a p p s / y r ( p r o p o s e d )O t h e r K o r e a n B a n k9 ISP Project Executive Summary February 15, 1995 From a technology perspective, Bank X has no choice but to move forward or fall behind. New technologies such as parallel processing, data warehouse, decision support, and electronic banking are changing the petitive landscape. The Future: the case for change Traditional Computing (1960) PC (1982) Parallel Computing/ Data Warehouse (1994) Client/Server (1985) Remote Computing (1991) Virtual Banking (1998) ? 10 ISP Project Executive Summary February 15, 1995 “ Expanding the volume of deposits and customers” “ Restructuring the information systems” “ Pursuing profit oriented business strategy” “ Building up the customer management system” “ Establishing the efficient loan business supporting systems” Business Activity Report 1/96 But even if the future looks challenging, Bank X must maintain its focus on growth, profitability, and risk management. Indeed with this focus, Bank X may do more than survive, it could flourish. The Future: the case for change “ The time has e when you will have to pete with the world’ s leading banking institutions...take the lead to sharpen international petitiveness” Kim Young Sam, 2/9/96 “ 1) Know our customer needs 2) Use information st