德勤-成都银行组织架构设计方案_20090223.pdf

1、成都银行成都银行构建基于全面风险管理的流程银行、构建基于全面风险管理的流程银行、设计组织架构及强化绩效考核项目设计组织架构及强化绩效考核项目组织架构设计报告（讨论稿）组织架构设计报告（讨论稿）2009年2月6日德勤管理咨询-2-目 录目 录1 1成都银行组织架构设计总体原则成都银行组织架构设计总体原则2 2成都银行组织架构现状概览成都银行组织架构现状概览3 3成都银行近期、远期组织架构方案成都银行近期、远期组织架构方案附：附：1 1关于后台会计集中核算模式的相关分析关于后台会计集中核算模式的相关分析附：附：2 2领先银行组织架构实践借鉴领先银行组织架构实践借鉴-3-每种组织模式类型各有利弊，但

2、宗旨是满足企业战略和管理的需求每种组织模式类型各有利弊，但宗旨是满足企业战略和管理的需求 成都银行目前运行的直线-职能型组织架构其基于职能的管控使决策集中，有利于统一指挥与管理，各职能部门也可从自身条线统筹管理总体业务发展状况，保持一个相对平衡的结构。但是随着商业银行经营环境在盈利方式、市场竞争环境、金融监管环境以及客户需求方面的变化，成都银行正经历着从粗放型经营向市场化的集约型经营的转变。再加上自身跨区域发展的要求，直线职能制在决策效率、内部资源有效配置、信息传递反馈等方面开始出现其局限性。各种组织形式都有其各自的特点，适用范围也有所不同。目前几乎所有股份制商业银行都是两种甚至更多组织形式的

3、组合，做到取长补短，使之更为适合企业的特点。因此，我们在考虑成都银行未来组织架构的设计时，也会结合成都银行自身特点，选择合适的组织形式，使之能够支撑成都银行未来的业务发展。2009 Deloitte Consulting.All rights reserved.-4-ConsumerConsumerSolutionsSolutionsCommercial Commercial SolutionsSolutionsRetail Retail SolutionsSolutionsBrand/SponsorshipsBrand/SponsorshipsCEMEA Products&Marketing

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