Ending the endless reorganization: Building an adaptable operating model

May 2012
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Ending the endless reorganization: Building an adaptable operating model

At a glance

Financial institutions can often shift business strategies but fail to adapt their operating models which opens them up to risk, poor performance, and loss of business to competitors. Restructuring, regulatory reform, globalization, and changing consumer demands put financial institutions under pressure to redesign their operating models with more flexibility to successfully anticipate and respond to these changes.

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Too often, we see financial institutions shift their business strategies but fail to adapt their operating models. The result? Risk soars, performance stalls—and competitors pounce. Factors such as restructuring, regulatory reform, globalization, and changing consumer demands are impacting the industry at a fast pace. Consequently, financial institutions are under increasing pressure to redesign their operating models with more flexibility to successfully anticipate and respond to these changes.

Financial institutions need to consider leading practices across five operating model components to develop an adaptable operating model:

  • Business capabilities
  • Governance and decision rights
  • Organization model
  • Process and technology
  • Talent strategy

An effective operating model transformation involves understanding core business objectives and how they interrelate. In addition, strong leadership and employee engagement is critical to enable a seamless transition for both customers and employees.