Organisational Change and Business Re‑Engineering
One of the most challenging, and often overlooked, aspects of any large scale risk management change initiative is the design and implementation of changes to business processes and organisational structures.
Financial institutions often identify the need for re-engineering business processes and organisational structures to meet the needs of evolving industry practices, regulatory demands or other business driven factors. Equally as commonly, the implementation of technology change typically also facilitates or requires changes to business processes and/or organisational structures.
To meet the needs of our clients in this area, assessment, design and implementation of business process/organisational change is a key step within the InteDelta Delivery Lifecycle.
We recognise the difference between business process definition and organisational definition, but also that changes to each are often inter-dependent and go hand in hand.
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Business Process Definition: This defines elements such as what steps and functions will be undertaken in the end-to-end business process; the controls in place at each step; and the efficiencies of the process
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Organisational Definition: This defines elements such as which departments have responsibility and ownership for each process step; the appropriate independence of key functions/controls; and ensures departmental skills are appropriately matched to the required processes to be undertaken
Within the InteDelta Delivery Lifecycle, initial design of both business processes and related organisational structures is undertaken through our Target Operating Model (TOM) definition. The diagram below depicts a number of the key areas assessed under the InteDelta TOM approach.
To support the Target Operating Model process, we utilise the Risk Map tool.
The Target Operating Model definition can either be taken as a discrete piece of work or as the first step in a wider programme of change (see the full InteDelta Delivery Lifecycle for an overview of how such a programme might be structured). Similarly, if an organisation is only interested in either the business process model definition or the organisational model definition, these can also be undertaken discretely according to client preferences.
Even where a client is not yet in a position to engage the wider programme of change, many organisations find it complementary to incorporate an InteDelta Market Intelligence benchmarking exercise alongside the TOM definition in order to ensure alignment of the defined business process and organisational model with its target peer group (see Market Intelligence benchmarking services for further details).
Where additional risk management training is required in order to effect the targeted organisational change, we are able to facilitate this (see Training services for further details).
