Banking

Time taken to disburse personal loan for a large multinational bank was 16 days which was very high in comparison to its competitors due to which bank was losing market share.

Reduce loan disbursement time to 6 days from 16 days.

Created rule-based credit policies which made the decision-making process faster for credit time. Designed fast track application process for top up loans within certain risk parameters. Increased amounts that frontline decision makers can approve.

Also, eliminated duplication for central ops unit using visual dashboards and assigning sub processes TATs to every region.

The outcome was reduction of disbursement time to 6 days from 16 days for 80% of cases.

A major UK Banking firm needed to formulate COO’s operating vision and strategy.

To help COO and his executive team to define their operations vision and strategy. To develop and cascade strategic objectives to every team nationally, with hands-on support.

A vision and strategy was developed through significant assessment of the Group’s own strategy.  An ‘X-Matrix’ was produced that captured all current and future activities against targets and goals. All activities were compared to overall strategy, where it was found that most projects and activities had little or no bearing upon achievement of the strategy. Significant time and investment was ceased and redirected to those activities that did matter.

A full set of KPIs were developed to measure the achievement of new strategic objectives.  These were then cascaded down to every operational team within the UK.  Teams were coached in daily performance huddles for top-to-bottom deployment.

In a climate of rapid change driven both by parent Group and regulator, business was under pressure and unable to effectively prioritize strategic change activity, whilst maintaining effective operational performance.  The resulting difference in priorities led to valuable resources being consumed on change efforts that didn’t actually contribute to intended strategic direction of the business.

To articulate a strategic plan. To reconnect strategic intent of Exec with change activities being led further down organization.

We worked with Executive team to define breakthrough strategic objectives and align change required to make the execution of them a reality.

All existing change was re-assessed against  new strategic plan and where necessary paused. A KPI dashboard was built to allow the Exec to see at a glance how their strategic plans were progressing during their monthly boards, giving confidence that they were now doing the right things.