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					                                                                                                                                                knowledge isolated within each individual                     tally and mapped out the 6,000 contents.
                                                                                                                                                or work place. Mr. Ito notes, "that greatly                   By doing so, valuable information that had
                                                                                                                                                deteriorated work efficiency for the organi-                  been scattered randomly on Notes databas-

Accelerating Customer-Oriented Banking                                                                                                          zation as a whole," and elaborates as fol-
                                                                                                                                                                                                              es could be managed systematically and
                                                                                                                                                                                                              collectively in KnowledgeMarket.

with Knowledge Management                                                                                                                         "Many banks do not document the proc-
                                                                                                                                                esses that lead up to closing a deal with the
                                                                                                                                                customer. That means that know-how such
                                                                                                                                                                                                                 One of KnowledgeMarket's characteris-
                                                                                                                                                                                                              tic functions is its ability to track user be-
                                                                                                                                                                                                              havior and visualize the distribution of in-
                                                                                                                                                as how to interact with the customer, what                    formation. This makes it possible to see in
The Bank of Tokyo-Mitsubishi, Ltd.                                                                                                              information to obtain and what proposals                      real time who viewed postings when. Also,
                                                                                                                                                to make to successfully conclude the deal                     users can attach to the posting comments
The Bank of Tokyo-Mitsubishi, Ltd. (BTM) is undertaking its Project OPEN, a work reform effort to                                               has not been formulated into tangible                         evaluating its contents. Mr. Ito finds that
speed up response to customer needs through timely and proper decision-making by frontline                                                      knowledge. Needless to say, this type of                      this tracking function contributes greatly
employees. BTM chose REALCOM's KnowledgeMarket as the knowledge exchange platform for                                                           knowledge is most useful to our frontline                     to improved information creation and trans-
its transformation into a customer-oriented organization.                                                                                       employees. So, for Project OPEN we need-                      mittal processes.
                                                                                                                                                ed a system that transforms that valuable                        "In the past, our head office staff tended
                                                                                                                                                information into explicit knowledge and                       to feel that their job was done once they
                                                                                                                                                shares it across branches and organizations                   created materials and posted them to Notes.               Masayuki Ito, deputy general manager of general
Knowledge Management as a                         The bank is now striving to reform its deci-   sales branches would be taken away and                                                                                                                                 planning office
                                                  sion-making and work processes from a          necessary information would be shared          smoothly."                                                    But head office staff are supposed to sup-
Foundation for Work Reform                                                                                                                        That being the case, the bank decided to                    port branch sales, so their task is not com-
                                                                                                                                                                                                                                                                        Bank of Tokyo-Mitsubishi
                                                  centralized concentration of authority into    openly.
   Since the latter half of the 1990's, press-    a decentralized and autonomous organiza-          Project OPEN aims to create an IT plat-     utilize KnowledgeMarket to manage                             plete until the intended recipients have re-
ed to write off nonperforming loans inherit-      tion. It aims to respond to customer needs     form that supports such an open organiza-      knowledge in coexistence with the email                       ceived, understood and evaluated the                      opment, and employees are actively shar-
ed from the bubble economy, Japan's ma-           quickly. The bank launched Project OPEN        tion and to improve the productivity and       and schedule management functions of                          information. KnowledgeMarket's tracking                   ing knowledge. Further, the establishment
jor financial institutions have been on the       in 2003 to champion the reform's principal     creativity of the bank's workers. REAL-        Notes that are so familiar to its employees.                  functions reminds head office staff of that               in February 2004 of the first MTFG Plaza,
defensive, busy consolidating and cutting         elements.                                      COM's KnowledgeMarket was adopted as                                                                         responsibility and creates an opportunity                 an outlet merging the services of BTM
back.                                                 The fact that BTM, having been per-        the infrastructure to handle the knowledge     Improving the Knowledge                                       to re-evaluate and reform the day-to-day                  with those of Mitsubishi Trust and Bank-
    Among Japan's mega-banks, BTM was             ceived as top-down and bureaucratic,           management aspect of the project.              Sharing Process                                               work of preparing materials." (Mr. Ito)                   ing Corporation and Mitsubishi Securities,
first to see the light at the end of the bad-     would choose "open" for its reform slogan        According to Masayuki Ito, deputy gener-                                                                       The Bank of Tokyo-Mitsubishi is pro-                  has created a community that transcends
debt tunnel and the only bank to maintain         illustrates its strong commitment to change.   al manager of BTM's general planning de-         The introduction of KnowledgeMarket at                      moting and utilizing knowledge manage-                    the framework of existing organizations,
an offensive stance as it realigned its           The bank foresees a workplace where all        partment, "Now that we're over the hump        BTM began by transferring the Notes-                          ment to reach all its employees. Already,                 linking MTFG Plaza staff to the bank's
group to increase management efficiency.          employees can express themselves openly        of nonperforming loans, our next objective     based information sharing space to the                        all bank employees are registered and par-                head office.
In February 2004, it set the lofty goal to be-    without fear of failure, where top manage-     is to accelerate the customer-oriented busi-   KnowledgeMarket community. With the                           ticipating in its Retail Customer Communi-                     The bank successfully completed the
come one of the world's top 10 financial in-      ment can communicate its vision openly         ness. To do that, we must openly share         cooperation of its branches and divisions,                    ty and Corporate Customer Community on                    first step in its efforts to transfer all exist-
stitutions in terms of market capitalization      and get open and frank feedback in return.     best practices and know-how from sales         the bank first narrowed down approximate-                     KnowledgeMarket. The bank has also                        ing knowledge into KnowledgeMarket and
within 3 years.                                   Barriers between the head office and the       staff with the best customer knowledge         ly 90,000 contents to 6,000. Next, it creat-                  launched communities for departments,                     have it take root among its employees.
                                                                                                 and utilize the knowledge to sharpen our       ed a matrix positioning product categories                    specific job responsibilities and cross-or-               Now, BTM enjoys a community where suc-
                                                                                                 business capabilities. Put in another way,     vertically and work process phases horizon-                   ganizational projects such as product devel-              cesses, know-how and Q&As about 'the
 CASE STUDY OVERVIEW                                                                             knowledge management that reaches the                                                                                                                                  processes leading up to successful deals'
                                                                                                 entire organization should be the driving                                                                                                                              are shared openly among frontline employ-
 Purpose of knowledge management                                                                                                                                                                                                                                        ees.
                                                                                                 force in becoming customer-oriented."
    Organize and consolidate information (best practices, etc.) that had been                                                                   An illustration of BTM's knowledge management system
                                                                                                                                                                                                                                                                           The Bank of Tokyo-Mitsubishi is estab-
    scattered across branches and departments
    Exchange information between the command center (head office) and the
                                                                                                 Reforming the Knowledge                                                                                                                                                lishing an unrivaled position as an integrat-
                                                                                                                                                                                                                         Q&A             Projects       Know-Who        ed financial institution, using Knowledge-
    frontlines (branches and sales offices)                                                      Sharing Infrastructure                                                       Q&A Community                                               Bulletin             Expert
                                                                                                                                                                                                                           Q&A                                          Market as a springboard to customer-

                                                                                                                                                       Company-wide portal
    Create a forum for intellectual collaboration to create new products and                                                                                                                                                               board                list
    services                                                                                        For BTM, KnowledgeMarket is not the                                      Administration Community
                                                                                                                                                                                                                                                                        oriented reform.
    Improve frontline operations productivity and problem-resolution and                         first effort to share knowledge. From long                                  Corporate Customer Community                      Various sales information
                                                                                                                                                                                                                               Internal control information
    decision-making capabilities                                                                 ago, the bank has striven to share informa-                                     Retail Customer Community                     Intradepartmental information
    Uncover and share knowledge and wisdom possessed by each employee                            tion needed to perform job responsibilities                                                                                                                                   PROFILE
                                                                                                                                                                                                                                                                        USER'S PROFILE
                                                                                                                                                                                                                                                Lotus Notes
                                                                                                 using Lotus Notes.                                                                                                                                                     Company name:
 Benefits from knowledge management                                                                                                                                                                                                                    Existing
                                                                                                     But since each branch or department                                                                                                          information assets    The Bank of Tokyo-Mitsubishi, Ltd.
    Improved frontline efficiency by consolidating and systematizing useful                      managed information on its respective                                                                                                     Electronic document          Capital: 785.9 billion yen (as of March 31, 2002)
    information/know-how                                                                         Notes database, information was dispersed                                                                                                 database                     Employees: 18,258 (as of March 31, 2002)
    More efficient and active information flow via cross-organizational knowledge                over individual databases. That made it dif-
                                                                                                                                                                                                                                                      Standard          Areas of business:
                                                                                                                                                                                                                                                 operation manuals
    communities                                                                                  ficult to search across the organization for
                                                                                                                                                                                                                                                                        Financial services (retail, corporate, asset
    More interaction among main branches, branch offices and departments                                                                                                                                                                                                management, investment bank, global services, etc.)
                                                                                                 needed information or for personnel with                                           Links to query subjects                                            Notices and      Places of operation:
    More efficient information transmittal via visible information distribution                                                                                                                                                                      correspondence
                                                                                                 useful know-how. Moreover, there was al-                                                                                                                               Japan: 267 branches, 26 banking offices, 2 agencies.
    utilizing data-tracking functions utilizing data-tracking functions                                                                                                                                                                                                 Overseas: 75 branches and offices.
                                                                                                 most no interactive cross-organizational
                                                                                                                                                                                      Query subjects                                                                    Total assets:
 Number of users                                                                                 communication on the Notes system.                                                                                                                  Other internal
                                                                                                                                                                                                                                                       systems          80,718.3 billion yen (as of March 31, 2002)
    All bank employees in Japan (16,000)                                                              Failure to rectify this system leaves                                                                                                                             URL:

    REALCOM                                                                                                                                                                                                                                                                                                   REALCOM

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