Es gibt keine einheitliche Methode für die erfolgreiche Transformation des Geschäftsmodells Ihrer Bank.
Ihr Ansatz zur Transformation hängt von Ihrem Ziel ab – sei es die Verbesserung des Kundenerlebnisses, die Optimierung von Prozessen oder die Reduzierung der Kosten in Ihren Back-Office-Abläufen.

Obwohl der Ansatz jeder Bank unterschiedlich sein wird, empfehlen wir fünf Best Practices für die Umgestaltung des Betriebsmodells Ihrer Bank:

• Transformation des Kunden-zurück-Prozesses
• Produkt- und Servicevereinfachung
• Aggressive Digitalisierung
• Transparenz bei Governance und Leistungsmanagement
• Optimierung des Liefermodells

Diese Best Practices sowie die Ausrichtung der Leistungsziele Ihres Betriebs an Ihren Geschäftsprioritäten werden Ihrer Bank dabei helfen, ihre wichtigsten Betriebsfähigkeiten zu verbessern und Ihre Transformationsziele zu erreichen.

Banken verändern ihre Geschäftstätigkeit. Ihr Ansatz sollte von Ihren primären Geschäftszielen abhängen:

Purpose Operating strategy

Drive efficiency and reduce volume  

Example: Leading global financial-services firm 

• In-source operations and maintain shared services

•  Standardize client-facing processes end to end, reducing process steps by 60% and cycle time by 80% for customer on boarding

•  Consolidate and rationalize IT, including trading pla#086362tforms and mortgage servicing systems 

Simplify and standardize operations around the world  

Example: London-based bank 

•  Standardize IT platforms by country, with minimal customization (This bank standardized 14 countries in one year.)

• Reengineer core investment management functions

• Installlean business processes

•  Consolidate regional data centers through IT global shared services

•  Outsource to cut costs: for example, 50% ofthe IT development teams in China, India, and Brazil 

Improve customer experience  

Example: Local bank dedicated to customer service 

•  Maintain shared services within LOBs with emphasis on client relationships

•  Standardize client-facing processes end to end; reduce process steps by 60% and cycle time by 80% for customer onboarding

• Consolidate and rationalize IT 


Banken verändern ihre Geschäftstätigkeit. Ihr Ansatz sollte von Ihren primären Geschäftszielen abhängen:

1 Customer-back process transformation

• Redesign end-to-end processes based on desired client experience

• Analyze trade-offs between the level of customization and the value perceived by the client

• Use a structured, consistent methodology to drive change 

2 Product and service simplification

• Minimize customization where the client sees no value (aspects increasingly driven by regulation)

• Align cost-versus-complexity trade-offs with the strategic direction of the business

• Standardize processes and supporting platforms to drive digitization of client experience 

3 Aggressive digitization

•  Use digital media to create better front-end client interactions (paperless  statements, tablet interfaces, etc.)

• Implement straight-through processing to avoid manual processing

• Form partnerships with niche and nontraditional service providers to build and deploy digital capabilities 

4 Governance and performance management transparency

• Establish and reinforce clear accountabilities, decision rights, and stake holder roles

• Define goals and incentives that are clearly aligned with strategic imperatives

• Adhere to a metrics-driven culture with key performance indicators (KPIs), unit cost management, etc.  

5 Delivery model optimization

• Move to shared-services or utility models to maximize scale and reduce costs within regional banks

• Integrate and align process-centric IT operations capabilities

•  Increase integration of third-party providers into the delivery model to add variation to cost and to build capabilities 

1 Customer-back process transformation Focus on those few core banking processes that have the greatest impact on your business:
From too many legacy processes… …prioritize a few… ...and address them in successive waves


Select 1–3 processes for each transformation wave

Universal processes*





 • Client experience

•  Efficiency opportunities

• Risk reduction

•  Monetizing current investments and programs 





• Card fulfillment and servicing

• Commercial lending

• Mortgage origination

•  Deposit account origination, operations, and servicing 




Consumer bank processes








• Consumer lending

• Lead management

• Treasury management

• On boarding and servicing 




Commercial bank processes








• Client problem resolution

• Real estate lending

• Others to be determined 




1 Customer-Back process transformation One bank’s process redesign delivered enhanced customer experience, faster service, and reduced cost to serve


Heavy process overhead, too many
Manual work flows, lack of visibility 

Approach: Implemented a third-party IT solution (Kovax TotalAgility)

right right Automated workflow with assigned responsibilities right
right right Shared view of the process and relevant policies to all participants right

Strategic objectives

Faster and cheaper access to commission streams


Automated interfaces between users through integration of the bank's systems with email severs


  • 80%reductioninclienton- boarding cycle time
  • 50%reductioninmanagement overhead 
  • 40%increaseinthroughput capacity
  • >60%ofmanualsteps eliminated 
  • Improved visibility of client status in on boarding process
  • New ability to capitalize on lessons learned in previous client on boarding 


right Limited execution time  right
Automated dynamic resource assignment based on work load, skill set,and availability
right Required data for execution ready at each step right


Automated management reporting at each workflow step



2 Product and service simplification Simplify product architecture and technology
Best practices Simplify product architecture Case Study: An Australian bank redesigns its product offerings

•  Rationalize product sets based on what clients value most

• Pursue modular product architecture

– Tiered, component-based design

–  Shared common components across product lines

–  Isolated components that drive cost of complexity 

From a cumber some product environment…

With a complex, inflexible product-centric architecture in place, this bank maintained more than1,000 mortgage products and 50 residential secured products. Any minor feature change resulted in the creation of new products, leaving the bank behind competitors in creating valuable services and offerings.

…to a modular architecture favoring innovation

The bank established a simpler, four-tier product architecture (consisting of a customer offer, product bundle, product innovation, and core feature list). The bank set standards for product features, enabling it to innovate without affecting the stable component core. Results: a US $200M revenue increase and $50–$100M in IT simplification benefits. 

Best practices Simplify technology  Case Study: JP Morgan Chase overhauls its IT infrastructure

•  Rationalize portfolio, targeting one application per major process

•  Limit the number of business specific apps and put t in place a higher percentage of general- purpose apps

•  Design shared, central architecture with standardized, consolidated platforms 

From costly strategic IT Investments…

In 2004,CEO Jamie Dimon allocated over $600M to the bank’s IT initiatives and a subsequent investment in network overhaul ($2B by 2008). This created significant ongoing IT spending: $8.5B in 2010. IT spending made up 8% of the banks revenue vs. the average of 4% held by its peers in the industry. 

…to rationalization across silos

The bank implemented a single platform for consumer and small business banking deposits, eliminating more than 50 fragmented systems. Also, the bank retired more than 50 legacy investment banking platforms, consolidated Chase, Bear, Bank One mortgage servicing systems, and consolidated data centers from 90 to 30.

3 Aggressive digitization Digitizing front-end client interactions and processes can further improve client experience and reduce costs


Current state 

Highly manual and disjointed process

  • Real time or online
  • Electronic data flow
  • Elimination of manual steps
  • Handling of exceptions
  • Optimized approval process 


Overall process cost reduction


Target state 

Streamlined and automated process

  • Multiple manual steps  
  • Low value-adding activity (99% approval rates)  
  • High redundancy (multiple faxes)  
  • High re-work rate due to errors
  • Highly manual steps (lack of integration) 
4 Governance and performance management transparency Align operations and LOBs through governance and performance management transparency

LOB “business partners”

  •  Ops staff members dedicated to each LOB to ensure ongoing communication

– Attend all LOB staff meetings

– Monitor LOB service needs

– Assess and escalate performance issues 


Data-driven management

  • Standardized key metrics, such as:

– Unit costs for supported products

– Service quality measurement

– Budget variances

  • Maximum disclosure and transparency to establish trust 
  Dedicated relationship management   Robust reporting and metrics  
  LOB / Operations  
Effective execution of initiatives   Structured governance

Expertise & sustainability

  • LOB collaboration on prioritization
  • Dedicated product management team to build expertise
  • Robust allocation methodology to minimize risk to operations and showcase project impact on costs
  • IT engagement to minimize footprint 

Top-down engagement

  • Operations included on senior agenda
  • Periodic meetings To evaluate performance, progress of initiatives
  • Collective engagement with LOB leadership on issues, alignment to strategy 
5 Delivery model optimization Choose an operations delivery model that aligns with your business strategy and enables you to maximize scale
LOB-specific Shared services Process-centric

Model description

• Operations embedded within LOBs – report to LOB head

•  Accountability and performance management within LOB  

Choose this model to achieve:

•  Functions of sufficient scale within LOBs to allow for reasonable economics

• Shared services created within LOBs 

Model description

•  Operations centralized and set up as shared services

• Structured by LOBs for single point of accountability

•  Some services provided by each area cross LOBs  

Choose this model to achieve:

• Limited scale in individual LOBs

•  Large degree of commonality in most processes 

Model description

•  Organized by major functions and activities

• Each function or activity serves multiple LOBs

• Limited customization by business  

Choose this model to achieve:

• Low cost-to-serve and speed-to-market

•  Mature operations with standardized processes

• Simplified product and service structures

•  Established collaborative culture between LOBs and operations 

5 Delivery model optimization Increasingly, banks are looking to third-party providers to perform a wide-range of operations functions

Example: Capabilities outsourced in sourcing and procure-to-pay (P2P) 


  • Spend data management
  • Strategic sourcing
  • Vendor management
  • Demand management


  • Day-to-day purchasing
  • Performance management
  • Accounts payable
End-to-end procurement outsourcing

Results achieved

  •  Multi-year agreement for out sourced, end-to-end, P2P services 
  • Morethan$6billionin addressable spend
  • Affected 4 million annual transactionsacross200legal entities
  • Transformation of systems and processes to “best practice” 
  • Services delivered through a combination of on-site resources and multi-client service centers in Bratislava, Bangalore, and Dalian 
  • Savings of more than several million euros 
Phases of outsourcing and objectives


Create Improved P2P Process Efficiency


Enforce pricing and billing compliance


Develop sustained competitive advanttage

  • Center-led capability
  • Process automation
  • Portal-enabled interfaces 
  • End-to-end processing 
  • Variabilization of fixed costs
  • Vendor and billing compliance  
  • Buyer spend behavior compliance 
  • Enriched date for sourcing and contracting
  • Improved leverage in buying power 
Banks with successful operations transformation programs achieve four benefits:

Enhanced client experience

• Eliminate customer pain points

•  Improve responsiveness to clients

• Streamline process 

Operational and cost efficiency

 •  Reduce cost by driving out variability

• Create capacity and scale

• Provide cost-effective services 


Continuous improvement

• Define standard processes

•  Train the organization in process-oriented thinking

•  Instill a culture of continuous improvement into organization 

Risk mitigation

 •  Ensure consistent and auditable controls

•  Align operating model to changing regulations