The ProblemA global independent financial services provider of assurances, administration, corporate secretarial and corporate legal services was looking to transform their operating model in order to scale. Not only was the original operating model unfit for such purposes, but rapid organic growth had created organizational chaos. People, processes, and technology were plentiful, but disconnected. There was no visibility into process ownership or what applications supported which processes. The lack of transparency made it impossible to manage performance, and resulted in numerous cases of doubling up on work. Additionally, the lack of visibility made it difficult to assess the impact of the aging application landscape and what effect phasing out older applications would have on daily operations.
The financial services provider decided to rigorously update their service and delivery model (what they deliver and how). They wanted to create a business-driven change program encompassing people, processes, applications, systems, BI, risk and quality management. To accomplish this, they chose to leverage Mavim as a Business Operating System.
The Use Case & MethodologyThey began by setting up multi-disciplinary teams for every process that existed within the organization and asked questions such as “What is going well?” What could be done better?”. They collected internal best practices from the current way of working in order to create the “to-be” state. The “to-be” state was then translated into business requirements and functional requirements to write the tools and create the necessary applications and workflows. After that, KPIs and TAT’s were determined and connected to activities within processes. Risks were defined, classified and connected to control activities in the processes. The new time writing codes, as well as qualification and performance objectives were also connected to the activities in the processes.
The overall approach was in line with the CEM methodology (Customer Experience Management). As a customer facing business, they began by envisioning the end goal—customer satisfaction—and worked backwards to determine how they could utilize clear operations to create a set of relevant, measurable KPIs. Simplifying the processes and reducing the amount of client interactions was key.
One example of this is the “first time right” principle. The financial services provider aimed to help their customers as efficiently as possible, so they set a KPI on number of customer interactions. Whereas previously, five different departments may have needed to contact a customer for various pieces of information, context into operations and measurable KPIs made it possible to drastically reduce customer touchpoints. This created an upswing in customer satisfaction and reduced the amount of internal resources necessary to handle one customer.
As a legislature-driven business, it was critical for the organization that their business operating system gave them the ability to balance customer satisfaction with legal obligations. Mavim enabled them to define and classify risks and connect them to control activities and processes. When a local law changes, all people working on the impacted processes receive notification of the change and can give feedback. This helps to facilitate “soft” change, by getting the relevant information into the hands of the person who needs to make the necessary adjustments to their way of working.
The Business ResultsMavim facilitates the entire ecosystem. According to the Group Process Owner, “When you start working on processes like these, you have to work in an ecosystem. You don’t want the process owner to just write a process and then introduce it to the organization. What you want is to involve the people who do the work. You want management to stay involved. You want your PMO department involved. You want your marketing and learning & development involved. The system enables us to subscribe people to these processes in an ongoing way. It facilitates multi-disciplinary groups, spanning business & IT, to work together in Mavim to make these processes a success. It feeds into marketing and sales, internal support. The HR department gains access for recruitment and performance management. Legal and compliance gain access from a risk management perspective. The IT department looks at the process from an application change management perspective. Mavim is good at connecting these varying people and allowing them to contribute in an ongoing fashion. This ensures that the right people get the right job done.”
According to the Group Process Owner, transparency was the most important business value that the organization derived from utilizing a Business Operating System. Increased transparency has created a number of desirable outcomes; including, insight into when work is being done twice, insight into individual performance, as well as insight into which processes can be fully automated and standardized. Mavim had been initially selected to help the financial services provider alter their operational model; however, upon completion of the project, they saw additional value in using Mavim to integrate their numerous acquisitions. Mavim is currently being used to help them integrate their 40 global offices in 30 countries and institute a client life cycle that is uniform for each location.