A Global Target Operating Model (TOM) for Growth and Innovation: M&A Insurance

30% cost reduction benefits achieved through a Global Target Operating Model


Global Insurance achieved 30% cost reduction benefits through the implementation of an innovative global target operating model.

Following the acquisition of a new business through a merger & acquisition, the global insurer was left with very fragmented operations, finance, underwriting and data management.

Silos functions and capabilities lacking cross-functionality of processes and resources triggered operational inefficiencies.


The global insurer, with the help from ecosysBiz, decided to transform its organisation by implementing an innovative global target operating model. 30% cost reduction 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
  • Implementation of standardised processes that could be scaled up to other geographies
  • Low-critical tasks were performed through a centralised shared service at a lower-cost

An overall 30% cost reduction was achieved from its innovative TOM.

 How Can I Help

 Drawing on my experience, organisations 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 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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