What you may know and what you probably

What you may know and what you probably do not know about IT in the leasing enterprise 1 www. liscor. com

• WHAT WE SEE • IT INESCAPABLE TRENDS • THE GOLDEN RULES - insights to CEOs for their IT decisions 2

WHAT WE SEE 3

WHAT WE SEE CENTRALISED PHYSICAL INFRASTRUCTURE up to 80 % of IT budget is for HARDWARE need for personnel to “keep the lights on” in the “ancient times” hardware was local now it’s on datacenter proprietary technology high “total cost of ownership” TRADITIONAL APPROACH FOR SOFTWARE DEVELOPMENT approach: engineering+prescription “I build a specific tool and teach you how to use it” ability to solve business problems leasing software: menu+functions. . . 4 INTEGRATION WITH EXTERNAL WORLD: “A PROJECT IN THE PROJECT” vendors / WEB marketplaces / service providers. . . Bank for Credit Worthiness Evaluation Credit Bureaux for risk relevant information

THE EVERGREEN DRIVERS REGULATION Fulfillments for National Bank surveillance RISK CONTROL Credit Worthiness Evaluation Asset Management WORKOUT MANAGEMENT Litigation management Credit collection SUPPORT TO PHYSICAL SALE NETWORK Vendors Banks 5

WHAT WE KNOW – FUNCTIONAL COVERAGE • • • • 6 Third party management Price engine Quotation Credit application Credit worthiness evaluation Contract activation Contract lifecycle management Leased asset management Accounting IAS/IFRS + LOCAL GAAP Local compliance to National Bank Credit Risk management Workout/Credit collection Reporting and M&C Treasury management

IT the 7 INESCAPABLE TRENDS …

THE INESCAPABLE TRENDS 1. Process driven approach - Business Process Management - BPM 2. Going MOBILE 3. CLOUD computing 4. Integration with SOCIAL 5. Integration with WIKI – WIKI-HELP 6. Information ANALYTICS 8

INESCAPABLE TRENDS: BUSINESS PROCESS MANAGEMENT The company must identify and map its business processes and configure them all INTO the leasing software The “process driven” leasing software knows at every time which are the tasks to be processed by each worker Sharing business processes among different organization is a real added value of BPM: e. g. credit collection agents can cooperate with the “workout” office and with the customer in the credit collection management The dispatching of tasks from/to different workers will be ensured by the leasing software, which knows exactly who is in charge of processing a specific task for each transaction No longer will the workers activate menu/functions on the software, they will simply follow the processes the system will deliver them The know-how on business processes will be embedded in the leasing software, reducing operational risks by 90% 9

INESCAPABLE TRENDS: 10 BUSINESS PROCESS MANAGEMENT

INESCAPABLE TRENDS: GOING “MOBILE” People are mobile, and require devices and applications in their hands and no longer (only) machines placed on a desk Traditional PC in our offices will be soon replaced by a tablet, following the approach “bring-your-own”, not only for managers but for all workers. You must allow customers to get their results H 24/7 and more quickly Smartphone and tablets embed Identity Management devices which can ensure that “who is using the device” is really “who he/she claims to be” Connecting, communicating and collaborating with customers will be far more important to the leasing company of the future than merely collecting data Software applications must be ready for this scenario 11

INESCAPABLE TRENDS: GOING “MOBILE” 12

INESCAPABLE TRENDS: “SOCIAL” INTEGRATION Leasing companies must adopt additional ways to reach potential customers and not only rely on increasingly obsolete promotional channels Integrating social platforms into the leasing software can empower the knowledge workers to share their ideas: comments and recommendations among professional colleagues can be related about the progress of a project or which supplier provides good value or … A good deal of company business is already being done through social media tools, and these communications are taking place outside of the company software system and are therefore not tracked and not recorded in the system. If Social media tools will be embedded in the leasing software, you will be able to «pull information out» of those workers with expertise and «preserve» it for use by other workers throughout the organization Social techniques make it easier for people to reach their peers for advice: the time has come to stop fighting the tide towards social media and instead using its power within the enterprise 13

INESCAPABLE TRENDS: “SOCIAL” INTEGRATION 14

INESCAPABLE TRENDS: CLOUD COMPUTING The CLOUD computing paradigm represents a "utility model of computing“ No more hardware to be managed and upgraded, no need to spend 80% of your IT budget just to "keep the lights on” Much of the infrastructure service can be offloaded to specialized providers who can do it more efficiently than you can, billing your company on a “pay per use” formula CLOUD computing is the model for delivery of whatever computing resources are needed and for activities that grow out of such delivery, both for internal needs and for partners Critical information are protected by means of cryptographic devices which are available only to the information owner (the leasing company) so as to ensure maximum privacy Not all software application are compatible with the CLOUD ecosystem. 15

INESCAPABLE TRENDS: INTEGRATION WITH “WIKI” WIKI is a standard for creating a knowledge-base written and edited collaboratively by volunteers or by appointed personnel within the company workforce. As the industrial workforce shrinks due to retirement, capturing their knowledge of your company’s business processes, rules and behaviours will become a vital concern. Structuring company information in a dynamic format like a WIKI-HELP is an effective and cheap way to drive improvements in complex processes like contract management, relationships with service providers and suppliers and even vendor management. The WIKI-HELP can support users to solve issues and exceptions which are not manageable via the ordinary functionalities of the leasing software In the WIKI format, a company can document not only their current business rules, but how those processes have changed over time—an important requirement to ensure awareness to the knowledge workforce 16

INESCAPABLE TRENDS: INFORMATION ANALYTICS Business Process Management (BPM) creates a database containing all the history of the processing of all transactions by all the different workers , on which analysis can be performed (Business Activity Monitoring - BAM) The information gathered in this way are an asset of the highest value for your organization For users from the external world, mobile devices will allow customers/ /vendors/partners to interact more and more with your software platform, thus allowing your company to collect additional positional/time and navigational data, never managed before Sensors data will transparently enhance the experience of the leasing company, integrating the virtual and physical worlds contextually: position tracking for Leasing Assets is a good example of this scenario To benefit from your information assets, it’s vital to use Information Analytics in order to produce insight and to improve the quality of decision making

INESCAPABLE TRENDS: INFORMATION ANALYTICS Some KPI provided by Business Activity Monitor: 18 • Process analysis • Average service time • Bottleneck alerts

THE GOLDEN RULES strategic insights to CEOs for their IT decisions 19

THE GOLDEN RULES Golden rules you should discuss with your IT Officer APPLICATION STRUCTURE Built on BPM (Business Process Management) Multichannel compliant Multicountry (if needed) Multilanguage (if needed) Interoperable with social platforms USER INTERFACE must be Web Oriented must support mobile devices ( «tablets» at least) CENTRAL SYSTEM transactions must be «process driven» (BPM) must be multiplatform and portable on Cloud infrastructure must be built on «SOA» (service oriented architecture) 20

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ACKNOWLEDGEMENTS Gartner research G 00234840: “The Nexus of Forces“ IFS: “ Selecting ERP for Enterprise and Social Media Functionality “ Charles Stabell and Oystein Fjeldstad: “Configuring Value for Competitive Advantage: On Chains, Shops, and Networks" Andrew Haldane: "Rethinking the Financial Network“ 22