The bank’s transaction banking unit had invested into select, isolated innovation measures, but without a bigger picture or digital-enabled customer-focused narrative in mind. As a result, it was proving difficult if not impossible for these investments to deliver anticipated top-line revenue growth targets that had been established by the board. A review and realignment of the client’s business strategy roadmap (short, mid and long term) from an outside-in perspective was required to ensure the investments would deliver on their promises and in line with the board plan that had been set out.
What did we do?
The team validated the existing multi-year strategy plan, progress against plan, originally defined planning assumptions and also all corresponding in-flight project initiatives. An analysis of the client’s customer base and requirements was carried out, with segmentation by product, region and service. This analysis provided an understanding of existing operational shortfalls, and established a baseline for significant improvement opportunities. With focus interviews and expert workshops with both the customer facing and support organisation (sales, operations, relationship managers) we facilitated an opportunity-driven discussion around to envisage new product and service propositions (by leveraging existing capabilities, the build out of new services – induced by new technology and/or partnerships). All opportunities were then validated and prioritised to fuel growth portfolio strategy and change roadmap.
What we delivered:
Validation of past and current portfolio of digital “opportunities cases” including enrichment with newly defined PSD2 and BaaS use cases (proposition, financials, solution approach, etc.)
Development of a strategy for building out a new line of business based on Bank Platform as a Service to leverage transactional banking services to third parties
Development of an execution, investment and cooperation roadmap (short, mid and long term) including all change dimensions (e.g. products and services, organisation, operations, technology, partnerships, etc.)
Key activities involved:
Outside-in review of existing transaction banking strategy including mapping against current industry trends and potential future scenario plays
Vision engineering exercise to identify growth opportunities in transaction banking space for leveraging existing product and services capabilities
Alignment of management board of strategic vision vs. future investment and execution roadmap
New top-line revenue growth opportunities leveraging existing business and operations capabilities
A new business narrative on how the banks transaction banking business can position itself around a digital market theme