Case Studies

Development of a Comprehensive Target Operating Model (TOM)

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CHALLENGE
Following significant growth, as well as a strategic review, a leading global investment bank required Crossbridge's specialist expertise to develop a Target Operating Model (TOM) for its global loan operations. The TOM needed to embrace a number of key strategic themes, including increased globalisation and business alignment, building a robust and scalable end-to-end internal platform, increasing its leverage of common systems to support all businesses, as well as the regional 'hubbing' of key support activities. The bank also hoped to gain insight in terms of which location(s) and sourcing options would best match its needs.

CROSSBRIDGE EXPERTISE
Proven track record in TOM development. Extensive experience in working across the full spectrum of asset classes and offshoring locations, with unique expertise in the loan business. The client wanted to leverage Crossbridge's specialisation in navigating across businesses to successfully deliver change.

CROSSBRIDGE DELIVERY
Crossbridge defined a TOM by identifying key issues and regional differences across the entire organisation, and thus deliver a global 'current state' heat map that included all of the bank's people, processes and platforms.

Key Deliveries:
-Undertook a thorough Current State Assessment by conducting a number of interviews,  reviews and replays with key stakeholders (front to back office) and with senior  management globally
-Defined a locating and outsourcing strategy for the entire group
-Delivered a detailed roadmap to illustrate how the TOM implementation would unfold  along with a detailed timeline that included information on exactly who would be  responsible for each area

CROSSBRIDGE VALUE
Crossbridge was able to provide the bank with a clear insight into its current state and the next steps needed to achieve the proposed TOM and sourcing strategy.  Crossbridge was thus able to focus the bank's management team on each of these steps in turn, and therefore provided significant value by helping the bank move towards the TOM by identifying important programmes, project initiatives, and key owners.

Key Value Indicators:
-Implementation of the Target Operating Model roadmap
-An operationalised TOM supported by internal resources

 
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