Improving the customer on-boarding experience for HSBC’s corporate segment

HSBC
The background

Customer onboarding is an important process for banks and sets the tone for our relationship with customers. Driving engagement, retention and ability to work together productively, a good experience here can impact the lifetime value of the relationship. In HSBC Australia’s Corporate Banking Business, the bank wanted to improve the onboarding experience for our customers in the Medium to Large Corporate space by improving efficiency and turnaround-times, while maintaining high standards and adhering to policies and external regulations. The process is highly complex with numerous external and internal dependencies.

Re-Engineering projects of this nature is typically a lengthy process where-in, measurable gains are often outweighed by effort and cost. Finding the problem and agreeing on a solution are the initial challenges, the process of implementing solutions is also difficult to manage and keep on track.

The challenge

HSBC’s commitment to grow it’s business while ensuring that we don’t sacrifice on quality of service or information on hand meant that the teams responsible for onboarding were working harder and longer hours to keep up.  The need to improve efficiency and reduce the turnaround for each application was the driver for this project.

Analysis for projects of this kind usually take 6-8 weeks to familiarize within the process and then conduct innumerable meetings to understand each stakeholder’s view. The ability to map the process within a diagnostic tool like Open Orbit meant that, as a team, one could frame the problem, validate the analysis and quickly agree on the next steps.

The solution

Using Open Orbit’s ‘symptom-cause-remedy’ and ‘happy path of hand-offs’, the team was able to map out the inefficiencies associated with input repetition, a legacy requirement of physical documents, manual work allocation and manual verification of information, then illustrate the tangible benefits associated with implementing change

Further, Open Orbit enabled the team to manage the implementation of solutions. Be they policy changes, process improvements or system implementations, the Solution Action checklist feature of the tool   meant that the project stakeholders had clear direction and improved accountability.

The result:

In total, the team met on 4 occasions, each session lasting 90 minutes. In between, stakeholders gathered information, contributed to the happy path and investigated solutions to the perceived issues. By the final meeting, Charles from the Implementation team of Commercial Banking had a strong case to present to management around specific and measurable benefits the business could achieve with minimal effort. Apart from rapid results for this project, users now have a basis of how to best analyse their current practices in the event they look to create further efficiencies.

I

Hear from Ben Tabell, Head of Operations at HSBC Australia

 

“We were captivated by how the algorithm took a few simple inputs and guided us on the various factors to look into..”

“Beyond just solving problems faster, this gives us repeatability across the organisation..”

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