In August of 2019, a decision was made, that a digital document and work-flow management system has to be launched urgently at a newly formed Hungarian commercial bank employing cca. 7 000 employees. Both, the extremely short – 3 months long - time available for implementation, and a formerly conducted merger of 13 financial institutes resulted the main challenges of the project. As a result of a merger the whole operation of a bank could have been characterized by a heavy fragmentation.
In 2013, two subsidiaries of Vienna Life insurance, Union Insurance and Erste Insurance, set out to digitize back office insurance processes. Although the two major insurance companies belong to a group of owners, they operated as two independent legal entities. The aim of the digitalization project was to shift paper-based management to electronic paperless management, which provides efficient process management for fast customer service.
Due to its corporate philosophy, Magyar Posta pays special attention to customer communication, complaint handling, compensation claims, and rapid response to regulatory inquiries.
I can say that as all retail companies, we also have a very detailed closing process for the end of each month. We can provide high-quality data to our management to make decisions for the future growth of our company. The process is well described, documented and is backed by a team of two from the controlling department.
In 2006, a young innovative managing director took over the Cooperation which was “burdened” with traditions. He recognized that at first, he must lose the burden of his own and his management team’s administration overheads to take the Savings Cooperation on a stable growth path. For his first project, the young manager asked Care All Ltd. to organize into a system those processes, which, at that time, were not handled by their accounting system. The primary objective of the project was to bring the managerial decisions to the right level and to benefit from a much quicker, paperless operation within the organization. Consequently, this burdens the managers less while giving full insight into the daily operations.
As the years went by, the contracting processes became more and more un-transparent, and at the first quarter of 2013 we reached that point, where we could not effectively track our contracts anymore. In the need of getting control over our processes and managing our contracts a more efficient way, we put out a tender, and among other competitors, Care All Ltd. was invited to present their solution proposal to our needs.
The BAT has very closed and limited processes in Hungary because of the strict regulations and the centralized tobacco delivery. They have some global solutions with different contents, processes and lot of global worldwide systems in all BAT countries. At the beginning of the project, BAT had a global program and they have been implemented some new global system to the BAT end markets (for example: SalesForce, POWER BI, MS SQL).