Substantial manual efforts involved in creating performance reports and deriving insights 

To increase customer satisfaction and ROI through digital channels, the Branch Banking Heads (BBH) closely monitor the performance of branches in their region. HDFC Bank has a wide branch distribution network comprising Branch Banking Heads (BBH), Regional Heads (RH), Circle Heads (CH), Cluster Heads (CH), and Branch Managers (BM). Every month the Branch Managers receive a branch performance report. 

These reports mainly contained tables and charts to convey performance numbers. The Branch Managers were required to manually analyze the numbers, compare it with the monthly allotted targets, and interpret the data to share with their Cluster Heads. The Cluster Heads followed the same process of manually collating the branch performance reports for their respective regions into one comprehensive report, to present it to the Circle Heads. This process was mirrored and followed through right up to the Branch Banking Heads. 

This system of report creation and analyzing data proved to be very time-consuming and inefficient. The managers spent hours collating the data, interpreting insights, and creating personalized reports for the next in line senior manager, explaining the metrics appearing in charts, graphs, and complex visuals. The manual effort required to provide personalized comprehensive reports was substantial and slowed down the overall deliveries. 

Issues Identified

• Manual data extraction from MIS for report creation
• Lack of personalized reports across branches
• Branch employees spent too much time analyzing and interpreting data on hand
• Branch Banking Heads could not perform a quick analysis of sales performance