case study: adarsh credit co-op


IBS Journal January 2016


‘We made sure that Adarsh people were responsible for all modules..’


Rahul Modi, Adarsh Credit Co-operative Society


brought new requirements for SAP, with work needed here. There was also customi- sation linked to specific products offered by Adarsh, says Modi. There was initially a team of eight to


ten people from SAP, with this ramping up to 25 to 28, alongside a team from the society of 15 to 20 staff. Direct accountabil- ity resided with the latter. ‘We made sure that Adarsh people were responsible for all modules,’ says Modi. There was a central- ised training approach supported by SAP’s Workforce Performance Builder (WPB). As part of a mock go-live, there was


assessment of the quality of data to be migrated, the settlement runs, balance sheet and the effectiveness of the support structure. For testing, the project team used an iterative approach, with the testing and development of critical components going hand-in-hand. Customers and agents are now set


up centrally in SAP CRM, as opposed to in the branches, and ICM is used to calculate remuneration for the entire agent network, with 21 bands of commission payments. These advisors are the ‘linchpins’ of Adarsh, says Modi, and their payments can now be tracked via a portal. This makes them more efficient, so that they can be more


38 © IBS Intelligence 2016 www.ibsintelligence.com


customer facing. The agents also benefit from more standardised and efficient pro- motions through the different levels and faster commission payments, which has improved their levels of satisfaction. This was the largest deployment worldwide of the ICM component. Branches can now see their balances on a daily basis, which was not previous- ly possible. There is also much better MIS reporting at the centre, so that head office does not have to depend on the branches for its information. There is also centralised KYC, with this now handled by a dedicated processing unit which has all relevant avail- able documentation. Other areas, such as loans management, are also far more auto- mated, says Modi. The current focus is mainly on enhanc- ing the mobile capabilities for transfers and cardless purchases. This will be introduced over the next six to eight months, with one inhibitor perhaps being the need to integrate with the government’s IT network for some aspects, so that this could take some time. It remains to be seen if SAP can build


on this foothold in India. It is an impres- sive story, with a lot achieved in a relatively short time. And it compares remarkably well alongside projects at other SAP pioneer core banking customers, so too with the experi- ences of other financial institutions in India and, indeed, other financial institutions in most other parts of the world.


Martin Whybrow


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