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Operating Model Strategy by Bigham Consulting - Views ( 765 )
Operating Model Strategy by Bigham Consulting

Operating Model Strategy by Bigham Consulting

Author: EricBBigham , Last Modified, 2017-10-08

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High Impact Management

How can CEOs achieve their Strategic Goals through Implementing a Target Operating Model?

Return On Equity is arguably the Key Performance Indicator that Banks must control to succeed in any market. Comprised of five key Fundamental Economic Drivers Earnings on assets, Funding Costs Operational Expenses Taxation and Leverage, Operational Expenses are the most controllable driver a CEO has.

The Operating Expense Ratio is determined by two factors, the Asset base as numerator and the Operational Headcount and overhead cost of the organisation. This article will explore the role of Target Operating Model Design on the Operational Expense Ratio and how CEOs can implement a workable strategy that makes a headline change on the ROE of the bank.

Financial institutions have sought to enhance back- and middle office operations to deliver sustainable cost advantages for a number of years. To this end, banks and other financial institutions have often been early adopters of shared services and outsourcing. However, in the face of deteriorating market conditions, increased regulatory scrutiny and larger capital requirements, banks are beginning to explore these traditional model once more.

CONCLUSION

Operating Model Strategy

A shared services model offers banks and their finance functions significant benefits in terms of efficiency and cost reduction. Many banks, however, have had difficulty in implementing shared services programs. They have found their gains limited to savings from labor arbitrage, and have seen even those gains erode as wages rise in different locations. Our experience with shared services indicate that a knowledge of critical success factors, including program ownership by senior management, can help banks realize much more from shared services than was previously thought possible. In addition to major cost reductions, banks can employ shared services to improve service delivery, address changing regulatory concerns, and free up the enterprise to focus on value-creating activities. Banks that take a comprehensive approach to shared services, with a clearly defined strategy, buy-in from stakeholder groups, and a well-designed and wellcommunicated implementation plan, may be in position to gain and maintain an important competitive advantage.

EricBBigham

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Operating Model Strategy

Operating Model Strategy

Deep Down from the album EXILE by ROLLINGEXILE




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A shared services model offers banks and their finance functions significant benefits in terms of efficiency and cost reduction. Many banks, however, have had difficulty in implementing shared services programs. They have found their gains limited to savings from labor arbitrage, and have seen even those gains erode as wages rise in different locations. Our experience with shared services indicate that a knowledge of critical success factors, including program ownership by senior management, can help banks realize much more from shared services than was previously thought possible. In addition to major cost reductions, banks can employ shared services to improve service delivery, address changing regulatory concerns, and free up the enterprise to focus on value-creating activities. Banks that take a comprehensive approach to shared services, with a clearly defined strategy, buy-in from stakeholder groups, and a well-designed and well communicated implementation plan, may be in position to gain and maintain an important competitive advantage.

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