A Global Target Operating Model (TOM) for Growth and Innovation: Investment Banking

Immediate reduced divisional expense basis by 45% and operational productivity increase by 30% through a new Target Operating Model (TOM)


A global investment bank managed to immediately reduce divisional expense basis by 45% and operational productivity increased by 30% through a new global target operating model.

The global investment bank’s objective was to overcome 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 global investment bank, with the help from ecosysBiz, decided to transform its organisation by implementing an innovative global target operating model. 30% productivity increase benefits were achieved 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 to the organisation’s objectives for growth and cost reduction. An operating model maturity assessment, capability model and a road map were among those artefacts we defined as part of the TOM transformation.


  • Governance Model. Definition of roles and responsibilities
  • Capability Model. Consolidation and streamlining of capabilities
  • Reduced operating costs and enabled investment in shared capabilities via more rigorous controls.
  • Created innovative implementation models leading to immediate reduced divisional expense basis by 45% for stronger profit contribution and operational productivity increase by 30%.

Immediate reduced divisional expense basis by 45% and operational productivity increase by 30% through a new target operating model (TOM)

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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