Target Operating Model Strategy and Innovation: Commercial Banking

The state of the world economy remains uncertain, brought about by several factors such as a sharp rise of inflation, supply chain disruptions due to the war in Ukraine, and changes in monetary policy all over the world.

 

Despite all of this, commercial banking and the financial industry is going through massive transformation driven by the increasing customer demands for better digitalised payments experiences. The global commercial banking trends are as follows:

 

  • Digital transformation with focus on digital capabilities
  • Fintech technologies and innovation
  • Increased regulatory requirements
  • Improved customer experience through innovation.

 

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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