IBS Journal March 2016
The right stuff
EmiratesNBD group is one of the largest banking groups in the UAE, with an asset base of more than US$105 billion. It acquired the Egypt operations of BNP Paribas in 2013 in line with the group strategy to expand its international operations by acquiring banks in the region. The group’s IT unit was tasked with the delivery of a technology transformation project within a timeframe of two years.
It started a post-acquisition integration exercise in 2013 to transition from BNP processes, technology to Emirates NBD group function. The target was to harmo- nise key back office and support functions, including IT organisation and assets. This being the biggest acquisition
made by the bank outside UAE, integration was closely monitored by the Group CIO, reviewed periodically by the management of both UAE, Egypt and also the bank’s board. Due to significant differences prod- uct and service offerings, processes, culture and underlying technology architecture across the two entities, the integration programmes offered significant challenges to the technology team. The geograph- ical constraint and timeline differences added more complexity. The project was successfully delivered within the two year timeframe, with minimal disruption and maximum ownership. Also noteworthy: •
Culture: Programme also included integrating the team, which in itself was a confluence of two cultures, with different
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backgrounds and approaches to communication and problem solving.
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Regulatory changes required the project to accommodate addi- tional complex customisations and reporting.
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Geographical resource depend- ency: BNP Paribas systems were hosted in Paris, thus requiring coordination with teams across Dubai, Egypt and Paris.
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Changes in political climate: This was a strategic factor to be considered throughout the engagement, in addition to tactical issues of visa application, and travel.
case study: enbd-bnp paribas integration
case study: paratus amc news
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