Target Operating Model Strategy and Innovation: Capital Markets

The capital market industry proved to have a strong resilience and showed positive financial results through 2022, allowing it to strengthen investments for change.

Strategic opportunities such as simplification and design for efficiency, enhancing data management, and utilising regulatory pressure as a catalyst for innovation, as well as seeking digitalisation of their operating models for innovation, are the main trends for this industry. But, could the maturity of your Operating Model be standing in the way?

Every business not only need to identify the maturity of their capabilities that may enable them to operate from their strengths. This should 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 an organisation assess their capabilities based on the strategy they intend to pursue, and 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 underpins 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).

And 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 lays in the execution of a strategy, i.e. the TOM.

Innovative strategies include creation of economy of scales, 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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