This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (End-to-end [E2E] Operating Model Transformation) is a 30-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
In many industries, executives have had their hands full staying competitive and surviving market downturns. This is done by making cuts, often silo by silo, and occasionally in ways that negatively affected customers.
It is time for organizations to rework their Operating Models in a new way, with an approach that ensures continuous improvement, increases capacity, and enhance customer service while reducing costs. The best way to do this is through an End-to-end (E2E) Operating Model Redesign. E2E redesign is basically a simultaneous reworking of all, or many, of a company's functions based on an understanding of what clients value.
When structuring the company's End-to-end New Operating Model, expect 4 Core Changes to occur in the entire value chain based on the clients' needs. This Presentation discussed the 4 Core Changes that will guide companies as they go through the Transformation process.
1. Design New End-to-end Operating Model
2. Develop Functional Centers of Excellence (CoE)
3. Focus on Process Efficiency and IT
4. Align Location and Outsourcing Strategies to Functional Model
Like any Transformation program, E2E Operating Model Redesign has its challenges—from establishing its initial plan to a bigger challenge, the implementation. Understanding the E2E Operating Model Transformation will provide companies a good perspective on how they can go from theoretical to the real.
An established initial design and a well-thought of implementation plan will maximize the value of End-to-end Operating Model Transformation Programs.
This deck also includes slide templates for you to use in your own business presentations.
This comprehensive guide delves into the intricacies of implementing a Lean-driven Operating Model, emphasizing the importance of balancing workloads and minimizing trade-offs. The PPT also highlights the critical role of Functional Centers of Excellence (CoE) in managing specialized tasks and ensuring operational efficiency. By focusing on process efficiency and IT, it addresses the need for continuous improvement and the elimination of non-value-adding steps. The inclusion of robust performance measurement metrics ensures that companies can track progress and make data-driven decisions. This deck is an indispensable resource for executives aiming to drive transformational change in their organizations.
This PPT slide outlines the framework for End-to-End (E2E) Operating Model Transformation, specifically tailored for capital markets. It emphasizes 2 primary pillars: redesigning the operating model with lean principles and deploying a robust implementation program. Each pillar is supported by key levers essential for successful transformation.
The left section details the levers associated with the redesign of the operating model. These include end-to-end design, process improvements, and a data-driven design approach. Each lever is critical for ensuring that the operating model is efficient and aligned with lean methodologies. The focus on functionalization in Centers of Excellence (CoEs) and strategic location and outsourcing strategies highlights the importance of optimizing resources and capabilities.
The right side of the slide introduces programmatic transformation, which begins with identifying client needs across different segments. It outlines 4 core changes necessary for addressing these needs: designing a new E2E operating model, focusing on process efficiency and IT, developing functional CoEs, and aligning location and outsourcing strategies with the functional model. This structured approach ensures that transformations are not only comprehensive, but also tailored to specific client requirements.
Overall, the slide provides a clear roadmap for organizations looking to enhance their operating models in the capital markets. It emphasizes the importance of a systematic approach that leverages key levers for effective transformation, ultimately leading to improved products, services, and client engagement.
This PPT slide outlines the Lean Strategy's 5 core principles, which serve as a framework for optimizing the End-to-End (E2E) Operating Model. Each principle is designed to enhance value delivery while minimizing waste, ensuring that processes align closely with customer needs.
The first principle, Customer Value, emphasizes the importance of defining what constitutes value from the customer's perspective. This focus on delivering precisely what the customer values is crucial for organizational success. The second principle, Value Stream, involves mapping out the steps that contribute to this value, with a clear directive to eliminate any non-value-adding activities. This step is essential for streamlining operations and ensuring efficiency.
Flow, the third principle, addresses the need for a seamless transition of value to the customer. It highlights the importance of maintaining a continuous flow without interruptions, such as excess inventory or delays. The Pull principle follows, advocating for a demand-driven approach where work is initiated based on actual customer demand rather than forecasts. This ensures that resources are allocated effectively and only when necessary.
Lastly, the principle of Perfection encourages a culture of continuous improvement. Organizations are urged to regularly review and refine their processes, striving for excellence in every aspect of their operations. This principle reinforces the idea that improvement is an ongoing journey rather than a one-time effort.
Overall, these principles collectively provide a structured approach to enhancing operational efficiency and customer satisfaction. They serve as a guiding framework for organizations looking to implement effective changes in their operating models.
This PPT slide presents an overview of the End-to-End (E2E) Operating Model, emphasizing its role in effectively managing workload balancing within organizations. It outlines a structured approach to implementing changes that minimize negative trade-offs, which is crucial for maintaining operational efficiency. The model incorporates Lean Strategy principles, suggesting a focus on eliminating waste and enhancing value delivery to customers.
The description section highlights 3 key aspects of the E2E Operating Model. First, it coordinates changes across various functions to ensure a cohesive approach. Second, it promotes a methodology that encourages detailed process analysis, helping organizations identify areas where customer value is created and where unnecessary costs can be eliminated. This analytical mindset is vital for organizations seeking to optimize their operations.
The impact section further elaborates on the benefits of adopting this model. It ensures that changes in individual functions align with the diverse needs of client segments, which is essential for maintaining customer satisfaction. Additionally, it positions companies to effectively grow and improve processes, particularly when new technologies are introduced. This adaptability is critical in today’s fast-paced business environment.
Lastly, the model aids in eliminating services that do not align with client priorities or are not cost-effective. This focus on alignment and efficiency can lead to significant improvements in service delivery and overall operational performance. The insights provided in this slide are valuable for organizations looking to enhance their operating models and drive continuous improvement.
This PPT slide outlines the challenges and perceptions associated with operational redesign within an organization. It highlights the types of changes that can arise from such initiatives, which include the introduction of new methodologies, revised processes, and organizational restructuring. The list also mentions workforce reductions and the introduction of new roles and cultural norms. These changes can be extensive and may lead to significant shifts in how employees operate and interact within the organization.
On the right side, the slide details how these changes are often perceived by employees. Key concerns include a loss of autonomy, fear of job loss, and apprehension about new responsibilities or skills. Employees may feel that their work has become less interesting or important, and they might worry about their ability to meet new expectations. The potential for relocation and the introduction of new colleagues can further exacerbate feelings of insecurity and anxiety.
The slide emphasizes that while these fears are valid, organizations must navigate them carefully. Acknowledging employee concerns and fostering an environment of support can help mitigate resistance to change. The overall message stresses the importance of balancing the need for operational improvements with the emotional and psychological impacts on employees. This insight is crucial for leaders aiming to implement successful change initiatives while maintaining employee morale and engagement.
This PPT slide focuses on the necessity for significant changes in IT systems to drive continuous improvement in process transformation. It outlines a structured approach to identifying and addressing process inefficiencies through lean analysis. This analysis helps visualize the end-to-end value stream, pinpointing which activities should remain and which can be transitioned into Centers of Excellence (COEs).
The description emphasizes the use of value-stream maps and workload balancing models as tools to identify inefficiencies and eliminate non-value-adding steps. This methodical approach is crucial for organizations aiming to streamline operations and enhance overall efficiency.
The impact section highlights several key benefits resulting from these changes. Organizations can expect to achieve savings ranging from 10 to 30 percent by demonstrating that tasks can be performed efficiently with a smaller workforce. The lean framework proposed not only accelerates turnaround times, but also minimizes errors, directly benefiting clients.
Additionally, freeing up managers to focus on revenue-generating activities is a significant advantage. This shift allows leadership to concentrate on strategic initiatives rather than getting bogged down in operational details. The establishment of centralized data management sources further enhances risk management capabilities, providing a more robust framework for decision-making.
Overall, the slide presents a compelling case for the integration of lean principles within IT systems to foster process improvements. It serves as a strategic guide for executives looking to optimize their operations and drive meaningful change.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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