50% core legacy systems decommissioning, and 80% services re-usability reducing cost-income ratio below 50%.
A Capital Market organization achieved 50% core systems decommissioning, 80% service [processes] re-usability bank-wide, and support for the bank’s strategy of reducing the cost-income ratio below 50%.
The Capital Market organization’s objective was to overcome the inevitable loss of scale and reduce costs issues. In the past few years, customers have become more demanding and less forgiving, regulators’ risk management expectations are stricter than ever before and competitors such as Metro Bank, Virgin Money, etc., are providing better, more flexible and varied services to customers.
The capital market organization, with the help of the ecosystem, decided to transform its organization by implementing an innovative global target operating model. They achieved 50% core systems decommissioning, 80% service [processes] re-usability bank-wide, and support for the bank’s strategy of reducing the cost-income ratio below 50% through the implementation of this innovative TOM.
ecosysBiz helped the client to define a target operating model or blueprint. The TOM provided the “architect’s sketch” and the detailed design of the future business for all stakeholders to view.
The TOM was aligned with the organization’s objectives for growth and cost reduction. An operating model maturity assessment, a capability model, and road map were among those artifacts we defined as part of the TOM transformation.
- Governance Model. Definition of roles and responsibilities
- Capability Model. Consolidation and streamlining of capabilities
- Developed process simplification methodology providing value-adding services/processes and onboarding automation within the wholesale market. Enabled growth of the customer base by 50% and 30% revenue increase in one year. Improved delivery efficiencies and team productivity by 40% by automating processes.
- Used Lean methodologies to manage the integration of 12+ business functions such as Sales, Marketing, Legal, Finance, and On-boarding (90+ staff).
Fifty percent of core legacy systems decommissioning, and 80% services re-usability reducing cost-income ratio below 50%.
How Can I Help
Drawing on my experience, organizations must innovate their operating models to achieve growth and generate more revenue.
Organizations can only transform by defining of a target operating model for fast growth and innovation. The TOM could also even reap substantial cost savings or cost reduction benefits by embedding the right strategies.
A conventional operating model design won’t help organizations to adapt to volatile or uncertain markets, or successfully execute their strategies for achieving growth. For instance, silo-ed strategies, processes, technology, and data result in isolated, disconnected, and dysfunctional functions which makes it impossible to attract or retain clients.
My aim is to help organizations navigate disruption, embrace innovation and transformation to manage regulatory change and integrate business and technology to transform performance and achieve long-term growth.
My approach is disruptive, unique, and cost-effective. I pride myself for my precision of execution and benefits realization.