Like most banks, our client offered a range of digital tools and services for use by Institutional clients and their client facing sales and servicing teams to support their daily tasks or workflow. However these were fragmented and required multiple access points, impacting on efficiency and the ability to leverage services across user groups.
Our client sought to deliver a state-of-the-art working environment that supported efficiency in key workflows. However, digital products were being developed in isolation resulting in inconsistent experiences and inefficient product management, impacting a range of business lines including corporate, FX, derivatives and reporting. Our challenge was to help them establish a vision and implementation roadmap for a harmonised digital experience for Institutional clients and support staff, across the bank.
Banks often look at problems from the inside out. To reverse this we started by interviewing Global Markets clients across a range of segments, roles and regions. The focus was on those individuals who interact with digital tools on a daily basis, such as Portfolio Managers and Traders, as opposed to more senior client contacts such as CIO’s.
Supplementing this research with the insights of the bank’s own subject matter experts, we quickly developed a picture of the end-to-end workflow ‘journeys’ for clients and key internal users such as sales staff. We identified important deficiencies in the areas of authentication and daily pre-trade and post-trade workflows, from pre-trade research through to post-trade data. These related to inconsistency, lack of connectivity, and sub-optimal architecture. Often the quality of the product was high (e.g. research) but the experience of interacting with it was inefficient and was eroding its value.
A stakeholder management plan was executed alongside our research approach to proactively disseminate findings and maximise the likelihood of stakeholder buy-in.
Workflow efficiency and surfacing value
We produced a set of recommendations for a harmonised digital service offering that was focused on workflow efficiency and surfacing the value of existing products and services. These included:
- standardising and simplifying authentication and access points,
- standardising certain data to support a better single client view, and
- leveraging existing content and functionality from in-house systems to provide additional value-add front-end services.
We then developed a set of concept designs to bring the vision for the harmonised service to life, both from a client and an in-house sales team perspective. These were validated for feasibility and set against a implementation roadmap. To support this we helped the business agree a set of guiding principles for the implementation and develop the business case for funding the first phase of the roadmap.
Our work established a clear implementation plan for our client’s digital offering, one that focused on workflow efficiency, consistency and making the most of what they already had. The plan was underpinned by the joint principles of empowering clients and freeing up sales staff from time-consuming back-office support caused by limitations in the current set-up.
We played an important role in bringing senior decision-makers across the bank to a consensus on what was to be achieved and where priorities lay. This set up the plan for successful implementation.