A Global Target Operating Model (TOM) for Growth: Retail Banking

Innovative TOM resulting in £1bn net cost savings


A leading retail bank achieved efficiency improvements and added value services and processes, resulting in £1bn net cost savings through a new global target operating model.


The leading retail bank, with the help from ecosysBiz, decided to transform its organisation by implementing an innovative global target operating model. Innovative TOM resulted in £1bn net cost savings

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 to the organisation’s objectives for growth and cost reduction. An operating model maturity assessment, a capability model and a 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
  • Design of Target Process Model [TPM] for digitalization/platformification strategy across all services. Design of strategic capability and capacity models for the “to-be” processes, Target Process Model, Governance, Risks & Controls.
  • Delivered efficiency improvements and added value services and processes, resulting in £1bn net cost savings.


Innovative TOM resulting in £1bn net cost savings.


How Can I help


Drawing on my experience, organisations must innovate their operating models to achieve growth and generate more revenue.

Organisations 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 organisations to adapt to volatile or uncertainty 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 organisations 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 realisation.

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