Improving Business Processes at mBank –  Case Study on “Return Disposition Management” Process

Magdalena Toporowska; Piotr Mańkowski; Agnieszka Jadczyszyn; Dorota Pustelnik; Marek Szelągowski

doi:10.7494/dmms.2024.si.6658

Authors

Magdalena Toporowska mBank SA, Warsaw, Poland https://orcid.org/0009-0001-9099-7208
Piotr Mańkowski mBank SA, Warsaw, Poland
Agnieszka Jadczyszyn mBank SA, Warsaw, Poland
Dorota Pustelnik mBank SA, Warsaw, Poland
Marek Szelągowski Systems Research Institute, Polish Academy of Sciences, Warsaw, Poland https://orcid.org/0000-0002-5114-6793

DOI:

https://doi.org/10.7494/dmms.2024.si.6658

Keywords:

business process management (BPM), process improvement, BPM-implementation method

Abstract

The main objective of this article is to present a method for improving the business processes of a bank through an illustrative case study. The presented method enables financial institutions that operate in heavily regulated markets to combine a holistic view of business-process management (BPM) with a multi-faceted analysis of the effectiveness and risks of their implemented business processes, as well as to implement selected improvements that follow the banks’ project management standards. This method combines elements of BPM and project management, which allow for a continuous analysis of the implementations of changing financial regulatory requirements and emerging opportunities (including technological ones) while prioritizing any implemented changes considering the regulator’s imposed obligations, risk mitigation, efficiency of changes, and employee development.

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