Transformation from a regional or franchise model into a centralised structure, with a new operating model. Enables delivery of efficiencies of scale and cost savings, establishes standardisation and consistency for an improved customer experience when dealing with larger clients across geographies. Aligns skillsets and clarifies decision making and accountabilities.
If it isn’t written down, it doesn’t exist.
A telecoms organisation partnering with one of the largest IT companies, were engaged by a bank to deliver what was the world’s largest outsource agreement. The telecoms contract (value £100m), was due for renewal but despite significant time, investment and delivery resource spending, the telecoms organisation was consistently failing to deliver to the required standard.
Showing a global bank which cyber controls were most relevant to each business division, combining with gap analysis to drive business-focused remediation
A global bank with investment banking, asset management and wealth management arms had a high degree of scrutiny of its cybersecurity posture by regulators and external as well as internal auditors. Due to the complexity of the organisation and its technology there was a long list of compliance gaps when measured against any security framework...
Guiding a multi-year risk mitigation program across the finish line
A global bank had a number of risk and audit findings around technology change management, which collectively created the impression to regulators, investors and clients of an uncontrolled environment where things could and would go wrong. This impression was amplified by real-life incidents including a change-related outage that took ATMs in the bank’s home market...
Product Owner – RegTech in Energy – an industry first!
An energy regulations company wanted to develop digital capabilities to better improve customer experience by making thousands of pages of regulatory content easier to find.
Digital Transformation Drives 5x Enhanced Collaboration for a Major Asian Development Bank
A renowned international development bank based in Asia sought to cultivate a more collaborative and productive workforce.
Revitalising Business Efficiency: A Strategic Approach to Minimising Value Leakage
A FTSE 100 CFO was seeking to ensure that tangible value wasn’t being lost due to internal process inefficiencies and system problems. Amid budget pressures, limited capital for transformation, and concerns about profit growth, the CFO sought external support to assess the extent of value leakage. Board-level tension between the CFO and commercial P&L owners...
Enhancing Efficiency through Process Automation & Finance Transformation
A Financial Director (FD) of a large insurance company required a comprehensive evaluation of finance processes across the business. The aim was to identify areas for improvement and create a roadmap for implementing the recommended changes.
Streamlining Sourcing Strategy for Multiple Financial Institutions
Several financial institutions were confronted with the challenge of developing a next-generation sourcing strategy. This strategy needed to take into account business requirements, risks, internal and external capabilities, and the business case.
