金融外文翻譯----商業(yè)銀行能力發(fā)展-金融財(cái)政(編輯修改稿)
2025-02-24 01:31 本頁面
【文章內(nèi)容簡介】 ition regionally and internationally. In 1996, it was ranked the largest Thai mercial bank in assets, and the 121th largest international mercial bank (KTB 1997。 The Banker 1997). The bank was also recognised by IBCA, a leading rating institution in Europe, to be the world?s second most profitable bank in 1994–1995. In 1995, the bank was presented with an award for excellence as the “Best Domestic Bank” in Thailand (Euromoney 1995), having been the largest mercial bank in Southeast Asia, and having expanded its international operations, particularly in the IndoChinese region and in the People?s Republic of China. Role of IT Bangkok Bank?s chairman, together with seniorlevel management, have clearly defined the bank?s future theme as being focused on electronic banking and IT which is in support of providing innovative financial services and generating feesbased ine (Bangkok Post 1997p). Such a technologically oriented theme was well supported with regular fiveyear technological improvement plans. For example, an approximate sum of 400–500 million baht was allocated, as of 1998, for the replacement of puter hardware and software among the bank?s nationwide branches. Nevertheless, the bank?s senior vice president (SVP) for systems development suggests that the support of such a strategy involves not only investments in IT. IT related functions of the bank are located within a technology division which is part of broader support service operations. This includes other ?housekeeping? divisions like financial information services, operation, general service, and personnel. In the technology division, there are two departments headed by an executive vice president in charge, including the system development, and informationprocessing departments, which are, in turn, headed by senior vice presidents and managers. The application of satellite technology supported branch banking in the provincial areas. In addition, this supplemented the use of telephone lines in such remote areas which were inadequate in number and were also relatively unreliable. Therefore, the bank innovated by bining two types of technologies – satellite and microwave technologies. The bank?s senior EVP for support service operations further explains the potential and problems in this choice of innovation. Sources of Innovation The sources of innovation can be grouped in four main areas. The first and most important source is bank personnel. At the anisational level, the bank introduced a range of policies and programmes aimed at promoting the quality of staff and services. Since the bank began to use puters in the early 1970s, employees working in a particular department became familiar with their tasks, leading to userdriven innovation. Departmental employees, who are owners of specific job functions, gained familiarity with particular routines and used them as a basis for defining user requirements. The bank?s senior EVP for support service operations emphasized this point. This suggests that the technology division plays a supporting role to other departments. As the decision to use or to invest in a particular type of technology remains with the user, the search for new IT rests with users. For example, staff from specialised bank divisions may request for technology after learning about new applications from overseas travel and training. The second source, puter panies, is a result of such outwardoriented training programmes. For example, this has included training with puter panies such as IBM which provided courses on project management and programming skills. In addition, the bank anised training courses with Microsoft at the bank?s premises and at the software firm?s authorised training centres. Such courses have specifically included server administration which is a required skill in nonmainframe technology and has bee an emerging trend in the country, particularly working in local
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