IT Operating Model Design For Financial Services Organisation

Wednesday 28th June, 2017

Client Challenge

Coeus was engaged to create a new IT Operating Model and high level organisation view for the IT function of a financial services organisation, in line with the vision and strategy of the client. This requirement was set against the following:

  • The client was driving significant amounts of IT transformation with the business, using technology to enable its field force
  • The current operating model faced many challenges, having built up organically, with ownership, culture, and responsibilities not clear
  • The client was beginning to make first widespread use of an offshore partner to deliver services
  • The client did not have a clear vision of the future of its operating model or how this could be achieved, but knew advantage could be gained by transformation and embracing digitally-led ways of working

 

The above factors complicated all decision making relating to the future of the organisation, leading to elongated decision making / sub-optimal outcomes.

Approach

Coeus reviewed the current model, processes, and maturity against a number of key frameworks (both industry standard, and proprietary), drove a number of key assumptions/decisions from the LT, and developed output by:

  • Understanding performance constraints driving key operational decisions
  • Assessment of the current state against the market place and against current best practice for the sector – including financial benchmarks
  • Determined future vision for operating model inline with business change and aspiration of the function
  • Review governance and service frameworks, including adapting for bi-modal delivery
  • Develop high level organisation design and team structure
  • Develop an overall phased plan to move the organisation from the current to the future state

 

The team delivered an assessment of the current operating model strengths and weaknesses, a set of principles centralised around the vision and strategy, and then developed the target operating model and a high level organisation design. Core deliverables were:

  • Strategic drivers and challenges documented
  • Financial benchmarks for IT delivered
  • Full operating model design
  • Bi-model model for governance over services and delivery
  • High level organisation structure
  • High level transformation delivery plan split by phases/activities

 

Results

The deliverables formed the foundations of the transformation programme to roll out the new IT operating model:

  • Clear roadmap and phasing for the IT organisation moving forward
  • Ability to drive greater efficiency within the organisation without incurring additional cost/overhead impact
  • Ability to clearly align organisation to changes in strategic sourcing
  • Removal of gaps in skills, roles and teams and roles
  • Preparation of the business to integrate new technologies and deliver new products without exponentially increasing the size of the organisation
  • Clarity of governance and process ownership to avoid duplication

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