Large banking regulator
Development of an operational efficiency improvement program (in collaboration with an international consulting firm)
Client situation
- A change in client management, low work efficiency, high staffing levels, and market dissatisfaction led to the need to develop a program to improve operational efficiency
Approach
- Development and implementation of a process management methodology based on the advanced experience of other regulators and best practices in the field of process management
- Description and reengineering of processes, as well as implementation of a business process KPI system
- Elimination of function overlapping between structural divisions and optimization of staffing levels
1
Business processes
50 target business processes were modeled and implementation roadmaps were developed
2
Reducing
the potential for reducing staff numbers and operating costs for each business process (by 30-90%) was assessed
3
Organization
the organization transitioned to process management