The retirement and pensions industry has to deal with huge challenges such as a sharp increase in inflation, higher rates, and lower growth due to macroeconomic and geopolitical events.
Meanwhile, top trends include technology and digital acceleration. Increasing customer digital expectations are driving the need for technology and digital acceleration.
Digital transformation journeys are becoming increasingly important to deliver end-to-end digital customer experience. To achieve this, the investment is more in data, process automation, and the cloud. But, could your operating model maturity be standing in the way?
Every business not only needs to identify the maturity of its capabilities that may enable them to operate from its strengths, but this should also be part of its current blueprint, a model it may need to build and always use to leverage its future strategies against.
It is important that organizations 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 program. 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 organized, what processes and new capabilities are required, and how technology is aligned with the business.
The TOM is crucial to gaining real agreement at the top team level regarding 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: success lies in the execution of a strategy, i.e. the TOM.
Innovative strategies include the creation of an economy of scale, centralization, niche creation and differentiation strategies, uniqueness, growth, 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 uncertain 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 make 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 on my precision of execution and benefits realisation.
