Research On Operation Management Of S Bank’s Non Financial Service Platform

The key to commercial banks’ core competitiveness lies in operational management.In the face of increasingly complex market environments,as well as the development needs of bank digital transformation and scenario finance,banks urgently need to establish a modern,standardized,and refined operational management system.In this context,this article analyzes the existing operational management issues of Bank S’s non-financial service platform based on its actual operation and management practices,such as the imperfect organizational structure of the platform operation,the lack of agility in the functional iteration of the platform system,the lack of lean platform operation service system,and the insufficient construction of the platform operation team.Based on the current operation and management problems of Bank S,Thesis,in combination with relevant operation theories,puts forward suggestions for optimizing the operation and management of its non-financial service platform: first,combined with the theory of process reengineering,it is proposed that Bank S should promote the reengineering of process-oriented operation organization structure,and establish a "head office+region" shared service center to improve the operation vitality and communication efficiency of all levels of institutions of Bank S.Secondly,agile development process should be integrated into R&D management to improve the development efficiency of platform business requirements.Then,combined with lean management and six sigma theory,it is proposed that Bank S should build a lean operation service system and improve the platform’s "customer-centric" service capability by integrating lean management concept,focusing on process closed-loop governance.At the same time,it is proposed that Bank S should attach importance to the construction of talent team,optimize the career promotion channel of employees,introduce flexible management mechanism,improve the assessment and incentive mechanism,and avoid the loss of core talents.Finally,from the aspects of system,resources and risk prevention,the corresponding concrete measures are put forward to ensure the smooth implementation of the operation and management optimization strategy of S Bank’s non-financial service platform.