BSG’s approach was two-fold:

1. Review the current customer onboarding process across the bank and assess current projects to understand their scope and contribution to the onboarding end state
2. Design a customer onboarding strategy to address the customer experience and allow onboarding to be a highly efficient experience and not just focus on risk and regulatory requirements

The BSG project team’s findings revealed there was no common onboarding business capability reference framework and that over 50 systems, across all lines of business, were leveraged when onboarding a customer.  There were also very few metrics specifically related to customer onboarding and putting monitoring and evaluation capabilities in place to define and measure success was therefore critical, together with the creation of KPIs to enable continuous improvement of the onboarding process.

The review process also highlighted duplicated investment in capabilities across and within business units, which drove up the cost of change, limited reuse and resulted in growing technical debt that undermined strategic outcomes.

To drive consolidated, efficient and reusable core technology investments across the bank, BSG worked with the client to define a strategy to build reusable services across the organisation.  Highlighting strategic change to customer journeys and portfolios of work further enabled synergies across the organisation.  Further collaboration and unity between business entities was enabled by reviewing the client’s governance mechanisms.

The early release of value to the bank was enabled by refining the strategic delivery method to combine customer experience design, data-led decision making and Agile releases with IT architecture. This emphasised translating customer journeys into business benefits and practical implementation steps, while avoiding big upfront design. The focus of the intervention was to draw on strengths from pockets of talent within the organisation, to drive an integrated and collaborative method.