GIBC Digital
Digital Evolution

Cases

Our Experience.

Helping a Major Global Investment Bank Meet Demanding U.S. Regulatory Deadlines

Our client faced a demanding timeline to conform its US operations to the requirements of Foreign Bank Enhanced Prudential Standards and needed a partner to help assess, design, execute, and test against a clearly defined critical path.

SCOPE

The effort required establishing a 22-person team to work across regions and functional groups and included the following critical activities:

  • Develop and define the client’s current operating model for 6 business work streams related to 8 US entities
  • Develop a clear critical path to drive conclusions on key business strategy decisions
  • Create a new front-to-back booking model and infrastructure
  • Create new target operating models and documented related requirements
  • Facilitate communications and buy-in with stakeholders on the new target operating models
  • Manage the cross-functional review and sign-off processes for 30+ proposed changes

OUTCOME

The additional expertise and resources enabled the client to meet its required regulatory deadlines, while delivering improved processes, controls and analytics to drive better decisions related to its funding costs.


Driving Revenue Growth by Optimizing the Customer On-boarding Experience

To sustain revenue by retaining clients, this investment bank sought to improve customer satisfaction through optimization of the end-to-end client-onboarding experience.

SCOPE

Our work included the following:

  • Conduct workshops to develop an end-to-end customer on-boarding journey map that identified all touch points, involving stakeholders at each step
  • Survey existing customers to understand problems and frustrations and developed customer-service assessment tools to monitor ongoing customer satisfaction
  • Conduct a gap analysis of existing processes to identify sub-optimal operational and risk-management processes
  • Create a dashboard to monitor and track on-boarding status along each step of the journey
  • Define and develop comprehensive customer-service standards, SLAs, and new processes and procedures
  • Create, track, and evaluate onboarding metrics to root out inefficiencies and bottlenecks

OUTCOME

We created a streamlined customer-onboarding process that decreased throughput time, reduced errors and risks, lowered costs, and improved customer experience, which led to measurable increases in revenue.


Driving Change and Creating Customer Value for a Wealth Manager’s HR Department through Integration, Process Design, and Culture

A global wealth management bank’s HR department suffered from an inefficient operating model, fragmented infrastructure, and culturally siloed teams across multiple regions, which led to poor customer experience. We sought to improve the customer view by creating a ‘one HR’ culture, with global processes and standards that removed individual silos and integrated teams globally,

SCOPE

We sought to improve the customer view by creating a ‘one-HR’ culture, with global processes and standards that removed silos and integrated teams globally, by doing the following:

  • Coordinate and manage 36 projects across 10 locations globally using Target Operating Model, Value Stream Optimization and Kaizen methodologies.
  • Align transformational process-redesign work around end-to-end customer journeys to ensure quantifiable value creation goals were met
  • Build the capability of the HR teams to ensure self-sufficiency of process excellence (PEX) techniques and sustainability of the change
  • Train 1,000 staff on performance excellence and to use visual-management, data, and root-cause problem solving techniques to identify and eliminate waste and non-value add activity

OUTCOME

Customer engagement increased by 15%. Staff engagement increased by 20% and operating costs were reduced by 30%. Twenty senior managers were mentored, and forty internal Lean champions were trained to deliver execution strategy and operational excellence, which empowered them to identify opportunities, deliver solutions, and create a continuous-improvement environment of sustainable change.


Addressing Employee Engagement and Implementing a Self-Sustainable Culture for Driving Continuous Improvement

A large credit card company wanted to drive change and transform their business with existing resources and technology, so an Operational Excellence program was implemented to improve employee engagement and to develop a culture of continuous improvement, which enhanced client experience.

SCOPE

The following are the key activities for the initiative:

  • Establish 6 streams: Customer, Process, Performance Management, Organization and Skills, Mindsets and Behaviors, and Sustain
  • Identify the customer base, collect customer satisfaction data, demand expectations and opportunities, leading to the development of 5 Key Performance Indicators (KPIs)
  • Map 16 key value streams and assessed efficiency opportunities/waste removal.
  • Design the future state and agreed on first-wave quick wins for early adoption
  • Introduce Visual Management for 135 FTEs, focusing on KPIs, short-term improvements and capacity
  • Redesign the operating model, with a focus on building value maps, team capabilities, and KPIs
  • Train 140 people on Lean principles, waste identification and elimination, and leadership skills

OUTCOME

Customer Net Promotor Score increased by 6%. Staff engagement increased by 11% and operating costs were reduced by 14% in less than 16 weeks. The changes were sustained, and the business is now more client-focused, as it uses enhanced data and KPIs to ensure it continues to make operational improvements.


A global wealth manager created a centre of excellence that could be used as the role model of operational excellence for several business streams, including performance and visual management, delivery management, and improvement management.

SCOPE

  • Introduce a new way of working by implementing 10 Lean standards across 3 key streams, Performance Management, Delivery Management, and Improvement Management, to ensure a sustain continuous operational improvements
  • Develop tailored training and coaching modules for colleagues to become certified change agents, equipped with the mindsets and skills needed to drive successful improvement efforts and build internal capabilities

OUTCOME

We delivered front-to-back and top-to-bottom transformation of working practices and increased the overall effectiveness of the centre, as well as customer and staff engagement. We increased capacity by 15% and trained 1,200 colleagues in performance-excellence awareness, waste identification and elimination, and root cause problem solving. We also trained senior leaders to identify opportunities and deliver solutions to create and sustain a culture of continuous improvement. 

Introducing a New Operating Model by Creating a Centre of Excellence for a Global Wealth Manager


An inordinate amount of time was spent on reporting by a business group, given a large dependency on external business functions to manually generate business-critical reports, which were created using SQL, then downloaded and emailed each day.  This created a significant bottleneck which needed to be removed.

The organization also needed self-service access to, and insight from, customer data being housed in five separate data sources, so they could capitalize on customer sales and marketing opportunities. 

SCOPE

  • Architect a golden source and universal-data model and multiple-application-plug-in capability for three regions
  • Automate the integration of sales and finance data from the CRM system, as well as web and email data from the cloud, into the internal big-data warehouse using API’s
  • Assess the best BI tools to deliver the right information to decision makers
  • Identify key areas for process re-engineering to eliminate downstream data-quality issues
  • Ensure user adoption of new tools by developing a program of online, recorded training modules and wiki’s for continuous learning
  • Define a 24/7, global support model for data reconciliation and error processing to ensure 95% accuracy of data in near-real time

OUTCOME

The Marketing Operations team went from spending 132 hours/week to only 66 hours/week on reporting by using a drag-and-drop BI tool to automate reporting and distribution. Capacity was freed up, and this enabled the redeployment of resources to higher value-add business activities.

An interactive visualization dashboard that plugged into the big-data warehouse gave decision makers on-demand access to the insights they needed to optimize KPIs, eliminating their dependency on other teams’ inefficient and manual reporting processes, while also improving confidence in the data.

Doubling Efficiency for a Global Investment Manager through Report Automation and Increasing Client Engagement Using Data Visualization


An asset management company embarked on a multi-year initiative to implement a single, CRM instance across the globe and faced the complexities of implementing cloud solutions in highly regulated markets.

SCOPE

The initiative involved the Institutional and Retail businesses and encompassed all regions, including restrictive countries such as, Switzerland, Singapore, Korea, and Japan.  The work included the following:

  • Establish a core group of local experts in the Risk, Oversight, Compliance, Technology, Legal, and Controls groups for each jurisdiction to guide requirements and get stakeholder buy-in
  • Assess various encryption, tokenization, data-security and segregation solutions, and customize the platform to meet specific local regulations
  • Obtain approval from local regulators (e.g., the Monetary Authority of Singapore) to implement cloud solutions
  • Create user-provisioning approval workflows and control-audit capabilities to monitor access to sensitive data and ensure continued compliance
  • Develop a roadmap to onboard each market as data privacy enhancements were completed and local market sign-off was provided

OUTCOME

Delivered global sales and marketing platforms and processes, which were compliant with PII-data-privacy regulations across all markets.  By using a combination of standard business procedures and tokenization, encryption, and data segregation technologies, we obtained approval from regulatory authorities and local control parties to implement key customer-facing systems for each market on time and on budget.

Protecting Sensitive Client Data in Markets with Complex Regulatory Environments and Strict Data Privacy Rules


The asset-management business of a multinational financial services company undertook a large rebrand and refresh initiative and sought a disciplined approach to unify and reposition the company’s brand globally, to deliver a consistent customer experience, and solidify the brand’s promise as a long-standing and sophisticated asset manager.

SCOPE

The branding initiative and refresh programs spanned multiple regions, countries, and markets in various languages, and included the following work:

  • Establish governance and steering committees of key stakeholders and influencers in each market to understand local nuances and create global alignment under a single-brand experience
  • Map customer experience and inventory all content and media in each market to identify inconsistencies in brand values, tone of voice, colors, typography, and imagery, and assess the level of effort to transition
  • Create a unified playbook of brand guidelines, centralize repository of templates, and image library, and create and deliver a global training program
  • Create Centers of Excellence in each region to manage the creation of shared content and to provide design and delivery services, where economies of scale were realized
  • Onboard users on to standardized technology platforms for mobile, marketing automation, content management, and websites in phases over a 4-year period to standardize and improve brand delivery

OUTCOME

The broader rebranding effort created a distinct and consistent global brand identity for the asset-management business. Additional brand refresh efforts provided consistent and cohesive customer experiences and better processes to support brand delivery.

Delivering a New Identity for a Global Asset Manager and Refreshing the Brand in 3 Regions Across 22 Countries


A FinTech startup wanted to optimize their marketing spend and sales team’s activities, so we leveraged their database and implemented a K-Means Clustering algorithm to identify the highest priority customer segments, and implement next-best action, and next-best offer strategies.

SCOPE

The implementation of the predictive and marketing strategies included:

  • Collect and integrate raw customer data into an enterprise data warehouse from various sources, e.g., CRM, webinar registrants, third-party data, and sales data
  • Prepare and clean data to create training and test sets and to identify appropriate features to use for the algorithms.
  • Identify key customer segments by using feature sets such as age, employment status, purchase history, and Income
  • Work with sales and marketing teams to craft a customized message and action for each segment based on priority and opportunity

OUTCOME

The start-up executed three separate outbound-call and email campaign strategies to more efficiently deploy resources in a targeted way.  Marketing expenses were reduced by 20% and the sales conversion rateimproved by 40%, from call-to-close.

Using Machine Learning Algorithms to Increase Sales Conversion Rates by 40% and Reduce Marketing Expenses by 20%


Using Natural Language Processing to Identify and Resolve Negative Online Feedback More Quickly

A university received negative feedback on its campus facilities, including restaurants, cafes, and stores. By using data science to process unstructured text from online reviews on the university’s website, the university was able to automate the detection, escalation, and resolution of negative student feedback.

SCOPE

Development of the data analytics processes involved the following work:

  • Prepare online data by removing non-value add reviews and words in order to increase the efficiency of the algorithm, which was developed
  • Implement a natural language processing (NLP) algorithm using Python libraries to create a bag-of-features model
  • Use a classification algorithm to train the model and implement sentiment analysis that automatically triaged positive and negative reviews
  • Create a process and priority queue for ongoing handling of negative feedback to ensure it was addressed, within agreed upon SLAs

OUTCOME

During the first 6 months of implementation, the university was able to process over 2,000 reviews and identify 200 complaints, which required immediate action. The ability to react and address negative feedback more immediately helped to improve customer experience and led to a Net Promoter Score increase, for campus facilities, from 6 to 8.