Global Trade Solutions

Global Trade Solutions
GTS – A global integrated trade solutions organization – A to thrive.
A journey to achieve the excellence…helping our clients concept
GTS – A global integrated trade solutions
organization.
Executive Education: Post Graduate Diploma in Organizational Leadership

Produced by: Kaushik Pramanik (DOL0918)
Date:- 01-Oct-2009

Produced by: Kaushik Pramanik
Date: 01-Oct-2009 Slide 1

Global Trade Solutions: Global Organization and Global Solutions

Entry point..
 Banking in New Normal.
 Summary of Challenges.
 Build Global Trade Solutions.
 Global Trade Solutions Concept.
 Global Trade Solutions Big Picture.
 Global Trade Solutions Strategy.
 Global Trade Solutions Organization Structure.
 Global Trade Solutions Governance.
 The End.


Today‘s New Normal
Lehman Brothers and many
companies were bankrupted
over last 20 years.
World war II. Major crisis comes every 3-4
Last 20 Years
years.
Next crisis is due on 2011-
12?
We only think for 2-3 years.
Our ancestors were better on
handling crisis.
What to do next ?

Global Trade Solutions: Global Organization and Global Solutions..

Summary of Challenges..1
Challenges/ Issues
 Integrated high performance trading across regions, divisions (IB, PB & AM) and asset classes will

enable us to fetch multi billion dollar business in the bank, increase our shareholder’s value and help our

clients to excel.

 Highly integrated, global, state of the art, reliable, functionality rich, sustainable & extendable

trade solutions across asset classes and regions can help a bank to grow organically across the globe.

 RMs, AMs and EAMs are unable to exploit IB trading solutions because of disintegration. Huge technical

complexity reducing the organic growth of our business across the locations.

 High number of standalone regional solutions increasing business operational cost and complexity.

 Centralized focus to develop integrated trade solutions, which will serve reusability and long-term

sustainability and help the bank to move inch by inch towards the most renowned bank in the world.

 Increased dependency on vendor solutions hindering us to build our own solution asset which will serve

the long-term purpose and reduce the cost.


Summary of Challenges..2
Challenges/ Issues
 Different trading systems used by IB, PB and AM for same asset classes across regions and divisions

resulting high deployment cost and development cost.

 Absence of central strategy, architecture, approach and organization for core trading domain in IT and

Business across regions and divisions hindering structured decision making process and control.

 Switzerland IB IT and business is aligned with America and EMEA, resulting no regional interest

across divisions have taken into consideration as part of integrated bank initiative.

 Divisional interest is getting higher priority over integrated solutions and overall long-term position of the

bank.

 High technical difficulties in Global Front Solutions due to many trading applications at behind, which is

increasing the overall complexity in a long run rather than reducing it .

Date: 30.06.2010 Slide 5


IT Objectives..
Business challenges to IT Actions
Business challenges to IT Actions
Business Challenges
Business Challenges IT Objectives
IT Objectives
 Organize ourselves under the umbrella of one IT organization in the
 Organize ourselves under the umbrella of one IT organization in the
 Unavailability of Integrated high
 Unavailability of Integrated high trading domain, called Global Trade Solutions in Switzerland.
trading domain, called Global Trade Solutions in Switzerland.
performance trading platform across regions,
performance trading platform across regions,  Assign IT PB, IT IB and IT AM trading applications and trading IT staffs
 Assign IT PB, IT IB and IT AM trading applications and trading IT staffs
divisions (IB, PB & AM) and asset classes.
divisions (IB, PB & AM) and asset classes. under one organization.
under one organization.

 Create the organization structure in the trading domain such aa way that it
 Create the organization structure in the trading domain such way that it
 High number of standalone trading
 High number of standalone trading supports Architecture, Governance and Strategy across asset classes/divisions.
supports Architecture, Governance and Strategy across asset classes/divisions.
applications across regions, and divisions.
applications across regions, and divisions.  Define the Business/ IT Architecture which supports long-term sustainability
 Define the Business/ IT Architecture which supports long-term sustainability
for trading applications across divisions in Switzerland.
for trading applications across divisions in Switzerland.
 Absence of central and regional strategy,
 Absence of central and regional strategy,  Identify applications which will stay long-term and invest on them.
 Identify applications which will stay long-term and invest on them.
architecture, governance for trading domain
architecture, governance for trading domain
across regions and divisions.  Draw-out decommissioning plan of trading domain application landscape.
 Draw-out decommissioning plan of trading domain application landscape.
across regions and divisions.
 Create aa clearstrategy to consolidate and integrate applications.
 Create clear strategy to consolidate and integrate applications.
 Highly complex technical structure not
 Highly complex technical structure not
 Carry-out GAP analysis between vendor applications and in the house
 Carry-out GAP analysis between vendor applications and in the house
only increases the technical complexity but
only increases the technical complexity but applications and build any unavailable functionality in our own in the house
applications and build any unavailable functionality in our own in the house
also our business complexity, operational
also our business complexity, operational applications. Get aa buyin from the business to achieve the above task.
applications. Get buy in from the business to achieve the above task.
cost, deployment cost and development
cost, deployment cost and development  Create the same organization in each region (APAC, EMEA, BRIC,
 Create the same organization in each region (APAC, EMEA, BRIC,
cost.
cost. AFRICA, AMERICA) in the future.
AFRICA, AMERICA) in the future.

Date: 30.06.2010 Slide 6


Build Global Trade Solutions..
Think long-term: more than 5 years, 10-15 years.
Build integrated trading solution across all asset classes and all divisions.
Build bank’s own IT Asset with deep root and solid ground.
Reduce dependency on products from vendors.
Not just integrate, build and integrate in the house.
Introduce high-level of governance control from centre.
Reduce complexity and increase simplicity by focusing on core.
Encourage strong reusability across regions.
Build superior sustainable, simplified, standardized and structured
products.
Provide value chain that reinforce each other in the department.
Build the loyalty and value together with our business customers.
Assure strong employee training & development.


Introduction of GTS
 Global Trade Solutions: Provide integrated, sustainable, reusable, functionality rich,

simple trade solutions across all asset classes globally and regionally fulfilling the strategic

objective of our business clients and the big picture in mind.

 Establish the strong sustainable global and regional governance from top to bottom,

facilitating high-degree of collaboration, accountability, traceability and transparency end

to end.

 Excel the collaboration across the regions and divisions by promoting cross-functional

leadership.

 Drive the integration mechanism regionally and globally by focusing always to our vision and

mission.

 Gain the loyalty of our business customer by creating the value together with our business
customer, which will help our clients to thrive on the long-term basis.

 Leverage on global solutions in regional space and integrate them end Produced by: Kaushik Pramanik
to end by thinking
Date: 30.06.2010 Slide 8
globally and act regionally.


Our Vision

Our vision is to become the most admired trade solution organization
in the bank, renowned for our solution expertise in private banking,
Vision Investment banking and asset management, and most valued for our
trusted advice, innovation and execution.

Date: 30.06.2010 Slide 9


Our Mission

Our mission is to help the bank’s clients thrive by..

 Understanding their needs and offering integrated trading solutions across
all asset classes and divisions and services enabled by technology.
Mission
Mission
Partnering with our Business Divisions to provide reliable and innovative
integrated trading solutions with a long-term and Bank-wide perspective.

Empowering our professionals and rewarding them for achieving execellence.

The Concept

A global integrated trade solutions organization.


The big picture – front view

Date: 30.06.2010 Slide 12

The big picture – top view
Integrated Bank What does it mean ??
What does it mean
IB AM PB Global integrated trading platform
Globalintegrated trading platform
Global Trade Solutions HQ (CH) across asset classes, across divisions
across asset classes, across divisions

Global Trade Solutions and across regions.
and across regions.
Globalreusability of trade solutions
Global reusability of trade solutions
Swiss
HC
no ge R

under one global organization.
under one global organization.
i

Increasedfocus on BRIC and Africa.
Increased focus on BRIC and Africa.
America Highefficiency global vs. regional
High efficiency global vs. regional
no ge R
aci re mA

business and IT collaboration in trading
business and IT collaboration in trading
i

domain.
domain.
EMEA
E
no ge R

Enabletrading business and IT strategy
AE M

Enable trading business and IT strategy
i

Global Trade Solutions alignment regionally and globally.
alignment regionally and globally.
Focused approach to reduce the
Focused approach to reduce the
APAC
C A PA
no ge R

complexity in trading technology.
complexity in trading technology.
i

End to end aligned with Integrated Bank
End to end aligned with Integrated Bank
BRIC
CI RB
no ge R

strategy.
strategy.
i

Firstprototype organization
First prototype organization
will be rolled-out in Switzerland.
will be rolled-out in Switzerland.
Africa
aci rf A
no ge R
i

Date: 30.06.2010 Slide 13


The big picture – side view

Direct Access Relationship Direct Access Direct Access Direct Access
Trader Manager AM EAM Private Clients

Global Market
Global Market Global Front Solutions Global Risk
Global Risk
Data
Data Solutions
Solutions
Solutions
Solutions
Global Product
Global Product Global Middle-office Solutions
Control
Control
Global Operation Solutions
Solutions
Solutions
Global Shared Services Solutions
Global Shared Services Solutions

Global Infra-structure Solutions
Global Infra-structure Solutions

Date: 30.06.2010 Slide 14

The big picture – control view
 Architecture control
 Strategy control

GTS
 Landscape control GTS
 Major decision control
EMEA AFRICA

GTS GTS CH GTS
APAC HQ Swiss

GTS GTS
BRIC  Governance control AMERICA
 Budget control
 Program control

Date: 30.06.2010 Slide 15

The big picture – functional view
Integrated Bank Spirit

IB
IB AM
AM PB
PB

Trade Capture & Legal Confirmation
Trade Regulatory, Audit & Compliance
Straight Through Processing
Trade Curve
Trade Pricing
Market Making & Position Keeping
Trade Execution
Trade & Order Management & Control
Trade Valuation
Hedging
Algorithmic Trading
Trade Reporting

AI : Alternative Investments
PS: Prime Services Produced by: Kaushik Pramanik
Date: 30.06.2010 Slide 16

The big picture – current system view (CH)
IB
IB
PB
PB
AM
AM

Date: 30.06.2010 Slide 17

The big picture – After consolidation view (CH)

Date: 30.06.2010 Slide 18


Our Strategy supports the bank‘s success..
Support the success
of our bank

Build an agile
organization

Reduce
complexity

Date: 30.06.2010 Slide 19

Our 7s Framework...
The design of our organizational structure supports our vision and
The design of our organizational structure supports our vision and
mission.
mission.
Our system consists of Project, Process and Product excellence
Our system consists of Project, Process and Product excellence
model & Value Chain model which support our objectives.
model & Value Chain model which support our objectives.
Our skilled workforce across our value chain, asset classes, and
Our skilled workforce across our value chain, asset classes, and
products support our final goal.
products support our final goal.
Our staff retention policy, staff training policy specially on
Our staff retention policy, staff training policy specially on
business subjects, staff placement policy support our objective.
business subjects, staff placement policy support our objective.
Style of our organization, specially dedication, focused approach,
Style of our organization, specially dedication, focused approach,
team work, objective oriented, and governance mechanism help
team work, objective oriented, and governance mechanism help
us to achieve our goal.
us to achieve our goal.
Our strategy based on our structure, systems, style, skills of our
Our strategy based on our structure, systems, style, skills of our
staff, our goal , ,our vision and our mission.
staff, our goal our vision and our mission.
Finally our core shared values like our believes, knowledge,
Finally our core shared values like our believes, knowledge,
expertise, thinking, imagination, fundamental ideas, collaboration,
expertise, thinking, imagination, fundamental ideas, collaboration,
innovation, and leadership support our vision & mission.
innovation, and leadership support our vision & mission.

Date: 30.06.2010 Slide 20

Our Strategy Triangle...

Project Excellence
-- Excellence in collaboration, co-ordination, co-operation,
relationship management, stakeholder management, planning,
estimation, risk management, monitoring & control and
execution.
-- Excellence in cross-regional and cross-divisional governance
mechanism.
-- PMI and Price 2 certification.

Product Excellence
-- Product oriented organizational structure and value chain.
-- Product line management group, product catalogue, product
documentation, product specific reusable and sustainable architecture.
-- Cross-divisional and cross-regional Product governance model.
-- Mandatory IIBA CBAP certification for Product Business Engineers.

Process Excellence
-- End to end defined process across the value chain.
-- Combination of agile (RUPs), SDLC, RAD methodology.
-- Focus on CMMI ML3, CMMI ML 4 and CMMI ML5.
-- Tractability and transparency across the value chain.

Date: 30.06.2010 Slide 21

Our Value Chain...
GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Business Business Business Business Business Business Business Business
Management Management Management Management Management Management Management Management

Client Data Client Data Client Data Client Data Client Data Client Data Client Data Client Data

Product Product Product Product Product Product Product Product

Project Project Project Project Project Project Project Project

GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Business GTS Swiss GTS Swiss Product Product Design Product Product Business
Relationship Business & Product Business & Solution Integration GTS Swiss Release Production Relationship
Managament Strategy Management Engineering Engineering Engineering Product Testing Management Management Final Product Managament

Quality Quality Quality Quality Quality Quality Quality Quality
Engineering Engineering Engineering Engineering Engineering Engineering Engineering Engineering

GTS Swiss GTS Swiss GTS Swiss
Configuration Configuration Configuration GTS Swiss GTS Swiss GTS Swiss GTS Swiss GTS Swiss
Management Management Management Configuration Configuration Configuration Configuration Configuration
& Change & Change & Change Management & Management & Management & Management & Management &
Control Control Control Change Control Change Control Change Control Change Control Change Control

Date: 30.06.2010 Slide 22

Our Organization Structure...N-3 Level

Global Trade Solutions APAC

Global Trade Solutions EMEA

Global Trade Solutions America

CEO CIO Global Trade Solution HQ Global Trade Solutions CH

--- GTS Business & Strategy Global Trade Solutions BRIC

--- GTS Management Support Global Trade Solutions AFRICA
--- GTS Business
Management

Date: 30.06.2010 Slide 23

Our Organization Structure...N-4 Level

GTS Swiss Engineering

GTS Swiss Product Management

GTS Swiss Business & Strategy

Global Trade Solutions Swiss GTS Swiss Business Management

GTS Swiss Testing Service

GTS Swiss Configuration Management & Change Control

GTS Swiss Client Data Management

GTS Swiss Production Management

Date: 30.06.2010 Slide 24

Our Organization Structure...N-5 Level..1

GTS Swiss Engineering Solution Engineering

Business Engineering

AI/PS Product Management

Derivatives Product Management

Fixed Income Product Management

GTS Swiss Product Management FX/MM Product Management

Equity Product Management

Commodities Product Management

AM Product Management

Date: 30.06.2010 Slide 25

AI/PS Program Management

Derivatives Program Management

Fixed Income Program Management

GTS Swiss Program Management FX/MM Program Management

Equity Program Management

Commodities Program Management

AM Program Management

Business Architecture

Market Research

IT Architecture
GTS Swiss Business & Strategy
Governance

Client Account Management

Integrated Bank Management

Date: 30.06.2010 Slide 26


Management Controlling

LISA

GTS Swiss Business Management Contract Management

Management Support

PMO Office

Change Control & Configuration

GTS Swiss Configuaration and Change Management Quality Engineering

CMMI

Date: 30.06.2010 Slide 27


Release Management

GTS Swiss Production Management First line support

Second line support

GTS Swiss Testing Service TBD

GTS Swiss Client Data Management TBD

Date: 30.06.2010 Slide 28

Our Business & IT Alignment..

Date: 30.06.2010 Slide 29

Governance mechanism...A key to success..

CEO GTS CIO  Strong focus from top.

Global  End to end governance.
Governance  Top to bottom transparency.
 High-level of accountability.
GTS  Result oriented structure.
Regional  Clear strategy & big picture.
Governance
 Long-term sustainability.
 Well drawn road map.
GTS Departmental
Governance  A single team force in action.
 Fostering collaboration.
 Catalyst to transformation.
 High level of reward .

Governance star..

GTS Departmental
Governance

Formation of GTS Koh-I-Noor Team...
GTS Koh-I-Noor Team – A catalyst to transform the organization…
 Highly collaborative program manager.  Highly experienced coaching leader.
 Extremely structured and methodical.  Excellence in product concept.
 Result oriented and focused.  Champion in Banking IT industry.

 An organizational leader and client focused.  A dynamic, focused internationally
 Visionary individual and finance oriented. experienced talented IT leader.
 Capable to see the end big picture.  Capable of establishing accountability.

GTS Global Governance
Objective
Objective
Chair  Decide overall Business Technology
Decide overall Business Technology
Chief Executive Officer Strategy.
Strategy.
 Align GTS Strategy with Business.
Align GTS Strategy with Business.
 Direct high-level target architecture.
Direct high-level target architecture.
IT Senior Business Senior
Management  Decide major programs under GTS.
Decide major programs under GTS.
Management
 Direct Global vs Regional strategy.
Direct Global vs Regional strategy.
-- CEO PB
-- CIO -- CEO IB  Establish accountability &&traceability.
Establish accountability traceability.
--GTS Global Head -- CEO AM on delivering results.
-- IT Chief Architect on delivering results.
-- CEO APAC
-- PB IT Head -- CEO EMEA/BRIC/AFRIC  Take action on critical run-the-bank
Take action on critical run-the-bank
-- IB IT Head -- CEO Switzerland
-- IT Switzerland Head demand.
demand.
-- CEO America
-- IT EMEA Head -- CEO Integrated Bank  Communicate high-level plan.
Communicate high-level plan.
-- IT APAC Head
-- IT BRIC Head  Decide Reward and incentives.
Decide Reward and incentives.
-- IT Africa Head Tasks
Tasks
-- IT Integrated Bank Head  Review current status of GTS.
Review current status of GTS.
-- IT Strategy Head
-- IT Infra-Str Head  Review current financials
Review current financials
-- IT America Head
(YTD vs. Target)
(YTD vs. Target)

 Meeting Cycle: 2 times per year, duration 3 hours.  Prioritise major program in GTS.
Prioritise major program in GTS.

 Logistics & Minutes: GTS Management Support  Approve program >>10 M.
Approve program 10 M.
 Set GTS strategic direction.
Set GTS strategic direction.

GTS Switzerland Governance
Objective
Objective
Chair  Decide regional Business Technology
Decide regional Business Technology
CIO Switzerland Head Strategy aligned with global GTS
Strategy aligned with global GTS
strategy and regional business.
strategy and regional business.
IT Senior Management Business Senior  Align GTS regional Strategy.
Align GTS regional Strategy.
Management
-- GTS Swiss Head  Direct high-level target architecture.
Direct high-level target architecture.
-- GTS Swiss Koh-I-Noor -- IB Swiss FX/MM Head  Decide major programs under
Decide major programs under
-- GTS Swiss Bus. & Strgy. Head -- IB Swiss Derivatives Head
-- GTS Swiss Engg. Head -- IB Swiss Equities Head GTS Switzerland supporting global.
GTS Switzerland supporting global.
-- GTS Swiss Product Head -- IB Swiss Commodities Head  Establish accountability and traceability.
Establish accountability and traceability.
-- IT Swiss Chief Architect -- IB Swiss FI Head
-- IT Swiss Bank Head -- IB Swiss Al / PS Head  Take action on critical run-the-bank
Take action on critical run-the-bank
-- IT Swiss Integrated Bank Head -- AM Swiss Head demand.
demand.
-- PB Swiss FX/MM Head
-- PB Swiss Derivatives Head  Communicate high-level road map plan.
Communicate high-level road map plan.
-- PB Swiss Equities Head  Decide regional reward and incentives.
Decide regional reward and incentives.
-- PB Swiss Commodities Head
-- PB Swiss Fixed Income Head Tasks
Tasks
-- PB Swiss AI / PS Head  Review current status of regional GTS.
Review current status of regional GTS.
 Review current financials (YTD vs Target).
Review current financials (YTD vs Target).
 Prioratize major programs in GTS.
Prioratize major programs in GTS.
 Meeting Cycle: 4 times per year, duration 3 hours.  Approve program >>11M and <<10 M.
Approve program M and 10 M.
 Logistics & Minutes: GTS Switzerland Management Support.  Set regional GTS strategic direction.
Set regional GTS strategic direction.

GTS Departmental Governance
Objective
Objective
 Establish accountability and traceability.
Establish accountability and traceability.
Chair  Establish each product line target
Establish each product line target
GTS Swiss Head architecture, road map and frame work
architecture, road map and frame work
with long-term sustainability &reliability.
with long-term sustainability &reliability.
GTS Swiss Product Line GTS Swiss Strategic Establish focus group to deliver results.
 Establish focus group to deliver results.
Management Management  Inspire and reinforce to create
 Inspire and reinforce to create
-- GTS Swiss Product Management Head -- GTS Swiss Business & Strategyalignment , , build sustainable
alignment build sustainable
-- GTS Swiss Prodn. Management Head Head
-- GTS Swiss Project Management Head -- GTS Swiss Koh-I-Noor relationship and gain customer’s loyalty.
relationship and gain customer’s loyalty.
-- GTS Swiss Testing Service Head -- GTS Swiss Business  Take action on critical run-the-bank
-- GTS Swiss Client Data Mgmt Head Take action on critical run-the-bank
Management Head
-- GTS Swiss Configuration & -- GTS Swiss Business Architect demand.
demand.
Change Management Head -- GTS Swiss IT Architect
-- GTS Swiss Engineering Head -- GTS Swiss Integrated Bank  Communicate the importance of
Communicate the importance of
Manager delivering results.
delivering results.
-- GTS Swiss CAM Head
 Decide departmental rewards..
Decide departmental rewards..
Tasks
Tasks
 Review current status of the department.
Review current status of the department.
 Review current financials
Review current financials
(YTD vs Target).
(YTD vs Target).
 Meeting Cycle: Once a week, duration 2 hours.  Prioratize major projects in GTS.
Prioratize major projects in GTS.
 Logistics & Minutes: GTS Switzerland Management Support.  Approve project <<500K up to max.
Approve project 500K up to max.
CAP 10M.
CAP 10M.

GTS Program Governance
Objective
Objective
Chair  Align program strategy with GTS Swiss
Align program strategy with GTS Swiss
GTS Swiss Koh-i-Noor strategy and business strategy.
strategy and business strategy.
 Prioratize key programs and projects.
Prioratize key programs and projects.
 Distribute program into pipe-line projects.
Distribute program into pipe-line projects.
GTS Swiss Product Line Business Management
Management  Allocate budget to the project.
Allocate budget to the project.
 Decide project team of aaproject.
Decide project team of project.
-- GTS Swiss Product Management -- PB CH Trading Business
Head  Empower cross-functional collaboration.
Empower cross-functional collaboration.
-- IB CH Trading Business
 Create sustainable business partnership.
Create sustainable business partnership.
-- GTS Swiss CAM Head
-- AM CH Trading Business
-- GTS Swiss Business & Strategy
Head -- Integrated Bank CH Business
Tasks
Tasks
-- GTS Swiss Business Management  Review current status of all projects in GTS.
Review current status of all projects in GTS.
Head
 Review current financials (YTD vs Target).
Review current financials (YTD vs Target).
 Track project progress, and road map
Track project progress, and road map
to end goal.
to end goal.

 Meeting Cycle: Once a week, duration 2 hours.  Adjust the road map according to
Adjust the road map according to

 Logistics & Minutes: GTS Switzerland Management Support. current situation.
current situation.
 Establish the accountability &&traceability.
Establish the accountability traceability

Date: 30.06.2010 Slide 36

GTS Project Governance
Objective
Objective
Chair  Review project progress.
Review project progress.
GTS Project Manager  Track Project issues and risks.
Track Project issues and risks.
 Track project budget and resource
Track project budget and resource
commitment.
commitment.
GTS Swiss Management GTS Swiss Engineering
GTS Swiss Engineering
GTS Swiss Management  Review project milestones.
Review project milestones.
---- GTS Product Managers
GTS Product Managers -- GTS Solution Engineers
-- GTS Solution Engineers  Decide project reward and incentives.
Decide project reward and incentives.
---- GTS IT Architect (Optional) ---- GTS Business Engineers
GTS Business Engineers
GTS IT Architect (Optional)  Review absences.
Review absences.
---- GTS Business Architect ---- GTS Quality Engineers
GTS Quality Engineers
GTS Business Architect
(Optional) ---- GTS Configuration Manager
GTS Configuration Manager  Review problem encountered.
Review problem encountered.
(Optional)
---- GTS Production Manager ---- GTS Test Manager
GTS Test Manager
GTS Production Manager
(Optional)
(Optional)
---- GTS Release Manager
GTS Release Manager
(Optional)
(Optional)
---- Business Manager
Business Manager
(Optional)
(Optional)
---- Client Account Manager
Client Account Manager Tasks
Tasks
(Optional)
(Optional)

 Assign task to individual.
Assign task to individual.
 Meeting Cycle: Once aaweek . .
Meeting Cycle: Once week  Review current financials.
Review current financials.
 Logistics & Minutes: GTS Swiss Project team.
Logistics & Minutes: GTS Swiss Project team. (YTD vs Target)
(YTD vs Target)
 Prioritise tasks for individual.
Prioritise tasks for individual.

Date: 30.06.2010 Slide 37


The end...

Let’s get organized and build a next generation organization,
Global Trade Solutions, which will focus to build integrated
trade solution across asset classes, across divisions,
and across regions.

Date: 30.06.2010 Slide 38

Global Trade Solutions

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