Case Study

A large American bank was looking to create visibility of current capacity, its utilisation, and opportunities to release, restack or reload in line with cost targets. Therefore, it was required to analyse as-is processes to identify capacity requirement. It was important that diagnostics is fast, scalable with minimal impact on business operations

About the client:

Our client is a large American worldwide banking and financial services company. It is the world’s in 35 countries in the Americas, Europe, the Middle East and Africa (EMEA), and Asia-Pacific.

Industry:

Banking – Investment Services and Investment Management

Business need:

Capacity diagnostics across business operations to identify opportunity to release or re align to meet overall cost targets.

Open Orbit solution:

Identified 29% over capacity in 3 back office process spread across geographies performed by 40FTEs. This diagnostic was completed within days instead of weeks.

Business Impact Delivered:

FTE Savings Diagnosed:

29% over capacity

Speed of Execution:

Completed in 2 days instead of weeks with minimal impact of SME time

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Ease of Deployment:

Can work with limited data. Creates visibility, standardisation and repeatability

Challenges faced:

  • Bank’s business operations were looking to identify opportunities to reduce operating cost. There were three layers that needed to be considered: People/Process/Technology. The first most important aspect to be considered was people-cost and therefore a need to evaluate ideal capacity requirement across all teams, locations and lines of business.
  • When performed at scale, studies like these usually takes a lot of effort and time for data gathering, analysis and reporting back to stakeholders. They had dependencies on data availability as well as requirement of time from subject matter experts. This added significantly to the cost and duration of such programs.
  • In addition, the expertise to conduct these reviews is limited to a few members of project teams and transformation experts. To augment these skills with external consultants can make the costs prohibitive.
  • It also leads to the risk of external consultants adding to the disruption being experienced by the business. Recommendations developed by external consultants can face additional barriers to acceptance, and make the retained organisation feel disempowered and disengaged.

How Open Orbit methodology helped the bank successfully perform Capacity Diagnostics as a proof point:

  • Using Open Orbit, the team had to identify gaps between current installed capacity against estimated FTE requirement and eventually determine over/under capacity
  • After a 2-day on-site exercise utilising Open Orbit diagnostic methodology, some SME time and pulling in basic management information on volumes and handle time, the team was able to identify opportunities worth 29.5% capacity release.
  • An “Optimum-path” model of the process was drafted. Because of this unique structure and framework, the right questions were directed to the SMEs that eased the data gathering process without losing focus on process complexities and overall customer impact.
  • FTE calculations were performed automatically by the technology that revealed 29% over capacity.
  • Analysis on Open Orbit narrated the story in its entirety. It helped to capture all steps and how the transaction flows in different scenarios unlike the traditional process maps that remains a tool for the expert only. The Optimum path analysis in this case consolidated all work types instead of multiple flow charts thus easing the overall approach of analysis capacity requirement.
  • This approach ensured that the pursuit of productivity is not at the cost of customer outcomes but in fact aides better customer outcomes.

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