Information systems and legal follow-up process: Analysis on a state bank

In this study, the Legal Follow-up Process, which arises from the customer tracking problem experienced by the loans of the banking sector over the years, was examined. Improvement methods are discussed along with process analysis studies on the Legal Follow-Up Process. In the bank sector, where the competitive on is high, the existing systems of a bank must always be better and continuously developed in order to be superior compare to its competitors. Therefore, Legal Follow-up, which has an important place in the banking sector, should be managed by process designs in each step, business unit should be considered. In addition, job descriptions should be well defined. Process definitions and controls shall be appropriate to the positions in the units. We carried out our study according to the roles of the unit employees involved in the legal follow-up processes in the bank. It is important to create process maps showing the product process relationship at every stage in order to ensure the best revival of the process in the minds of every unit employee responsible for legal follow-up processes. The aim is to ensure that the bank achieves better outcomes compared to its competitors with the development of existing methodologies and to successfully complete the legal follow-up processes. The empirical part of this study for the final process was carried out as a case study at one of the state banks of Turkey. In the process analysis study, observation method and interview method were used on Legal Affairs Monitoring and Evaluation Department, Risk Liquidation and Collection Department units. As a result, information systems and legal follow-up processes; based on time, people and units, variable service quality has been sustained and a standard has been established for the follow-up process. According to the feedback of the two units, improvements were made in the public bank and the processes were redesigned based on the feedback.