Target Operating Model Strategy and Innovation: Corporate & Transaction Banking

For corporate and transaction banking, 2023 is a challenging operating environment due to the geopolitical and macroeconomic challenges, rate rises, and sharp increase in inflation. However, corporate and transaction banking can sail through the current fog of uncertainty and reposition for a prosperous future.

Transaction and corporate banking has stood firm despite the market uncertainties, reporting steady revenue and profits during this time. But, macroeconomic and geopolitical challenges are still testing the resilience of this industry.

Digital payments are accelerating and transforming the payments experience. Corporate and transaction banking is focused on building a modern, efficient and scalable technology solutions to provide a holistic, real-time view of client transactions and enable insights, data intelligence and innovation that exceed customers’ expectations.

But, could your operating model maturity be standing in the way?

Every business not only needs to identify the maturity of their capabilities that may enable them to operate from their strengths, but this  should  also  be part of their current blueprint, a model they may need to build and always use to leverage their future strategies against.

It is important that   organisations assess their capabilities based on the strategy they intend to pursue, and a TOM’s maturity model may need to be developed as a result.

A robust target operating model (TOM) or blueprint is one of the fundamental tools that underpin a successful transformation programme. The TOM provides the architect’s sketch and the detailed design of the future business for all stakeholders to view. It articulates how the business is organised, what processes and new capabilities are required and how technology is aligned to the business.

The TOM is crucial to gaining real agreement at the top team level to the future destination (target strategy).

The TOM is also an execution method. Performing a strategic review, analysis and planning does not mean that businesses have a winning strategy: the success lies in the execution of a strategy, i.e. the TOM.

Innovative strategies include creation of economy of scale, centralisation, niche creation and differentiation strategies, uniqueness, growth and revenue generation, and cost reduction strategies.

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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