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2. Key Considerations. In reviewing our organisational structure we had a number of key objectivesWork within our existing budgetMust underpin our business strategy for the next 3-5 yearsSupport significant change, repositioning RI for future growthStrong cultureSupport our new service modelIn
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1. RetireInvest Organisational Structure May 2009
2. 2 Key Considerations In reviewing our organisational structure we had a number of key objectives
Work within our existing budget
Must underpin our business strategy for the next 3-5 years
Support significant change, repositioning RI for future growth
Strong culture
Support our new service model
Increase reach to our advisers (more on the ground deliverables)
Need for more specialist roles to ensure we get traction on key issues including
Our salaried practices
Delivery of our Value Proposition (best practice, advice and technology)
Risk capability
Establish stronger internal operational capability
Cope with anticipated growth
3. 3
4. 4 Finance & Operations Changes
Appointment of CFO, David Flynn
Appointment of Dealer Operations Manager, Vacant
Appointment of accounting team, Vacant
Appointment of helpdesk position, Vacant
Appointment of transitions officer (to support recruitment), Vacant
Change to L&D and Business Systems Teams support
Major Objectives
Transition of accounting from ING into RI
Consolidation of FING accounting team into RI
Establish Operational Excellence within the dealer
Establish high quality service level standards, including CRM tools to monitor and report our activity
Migration of IT into RI (or re-negotiate new terms with ING BTG)
5. 5
6. 6 Marketing / L&D Changes
Merger of marketing and L&D teams
Appointment of L&D Specialist
Removal of Alliance function
Objectives
Outsource more L&D/event functions to ING
Cost efficiency synergies from merger
Re-branding project as part of business review
7. 7
8. 8 Practice Development Changes
Appointment of
Manager Salaried Distribution, Nick Herman (contract)
Regional Manager Northern, Neil O’Grady
Regional Manager Southern, David Cutting
Adviser Systems Trainer Northern, Joseph Aryout
Adviser Systems Trainer Southern, Vacant
Admin Support Role, Vacant
Change to 1x RPM NSW role and 1x RPM, Vic (ie promotion to RM)
Removal of National Alliance Manager role
ING Corporate Super function – move to this team
Objectives
Increase our recruitment focus and support expected appointments
Increased capability in delivering our services to regions
Assist advisers to develop more referral sources (reduced focus on national alliances)
Focus on advisers practice development issues
Owned practices to have focus and separation from RI Dealer operations
9. 9
10. 10 Research & Technical Changes
Appointment of Research Team in-house
Appointment of Risk specialised in-house
Responsible for ING Technical services
Objectives
Provide a highly valued research offering to the group
Increase in-flows onto preferred platforms
Establish Oasis badged platforms
Increase risk business significantly
Increase appreciation of ING technical offering
11. 11
12. 12 Compliance Changes
Promotion of Deepthi to Senior Compliance Manager
Para-planning & Technical Sign off moved into Compliance
RG146/CPD point tracking and administration management function – moved to this team
Advice Process related functions moved to Adviser Systems
Objectives
Continue to protect our right to operate
Timely and valued compliance services
13. 13
14. 14 Adviser Systems Changes
New team focused on developing the “RI Way”
Appointment of
National Manager Adviser Systems, Hamish Hockley (Adelaide based)
Appointment of Advice Manager, Miles Mudie (Adelaide based)
Appointment of Help Desk Role, TBA (Adelaide based)
Appointment of Best Practice Manager, Joncarl La Rosa (Sydney based)
Objectives
Develop a highly efficient and effective end to end RI Best Practice approach for Business Operations, Advice Process and Business Systems
Move to a holistic advice model across the group
Implement this across the group to achieve increase in business and operational efficiencies
15. 15