Client:
Global investment bank

Engagement:
Conduct meetings of senior operations staff to determine organizational changes required to support a multi-market and product operations. The objective was to define the infrastructure of global operations to be instituted in the three main market sectors: Americas, Asia, and Europe. Client service, efficiency and costs were the driving factors.

Deliverable:
The meetings were conducted within and across functional areas. This provided an ideal environment for fact-finding, idea generation and challenge resolution. Participants were encouraged to discard traditional processing concepts to contribute "at-outer-edge" ideas that would revolutionize and improve process flows.
We kept the discussion on track, with intentional lapses, ensuring that everyone's opinion and suggestions were acknowledged and considered. Current practices were documented and metrics reviewed to determine areas of special focus and potential improvement. Results were categorized by degree of implementation difficulty and benefit. We offered recommendations that identified an approach that would deliver the most benefits with the least difficulty in the implementation.

Result:
After reviewing our findings and recommendations, the client formed an implementation team to construct a new end-to-end process flow of trade lifecycle and asset servicing activities. This team presented their findings, a project plan and an implementation schedule. They were able to change the process flows, of all three market centers, and deliver the target benefits.

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