Mission Overview
| Mission Title | Team and Process Reorganisation |
| Client | Operations Director (confidential financial services institution) |
| Type of Profile | Senior Strategy Consultant (9 years), operating model and process redesign |
| Core Themes | Target Operating Model, process standardisation, workforce flexibility, automation roadmap |
| Outcome Target | One multi-skilled team, 6-day coverage (vs 7), higher efficiency and better service continuity |
Context
The bank operated three separate teams, each with different schedules and process ownership. This fragmentation created uneven coverage, limited flexibility, and inefficiencies in day-to-day operations. Leadership wanted to merge the teams into a single multi-skilled unit where every employee could handle all key processes, while moving to a 6-day operating model (instead of 7) without compromising service levels.
In parallel, the client aimed to identify and prioritise automation opportunities to improve professional efficiency, reduce manual effort, and strengthen operational resilience.
What We Built
| Workstream | Delivery | Impact |
|---|---|---|
| Operating Model Design | Target Operating Model (TOM) defining roles, responsibilities, coverage rules, and governance | Clear ownership and a unified way of working across the organisation |
| Process Harmonisation | Mapping of current processes, standardisation of variations, and definition of a single best-practice flow | Less variability, fewer handoffs, and improved quality and control |
| Workforce Flexibility | Cross-skilling framework, training plan, and rotation model to ensure every employee can run all processes | Higher resilience, easier planning, and reduced dependency on individuals |
| Coverage and Scheduling | Shift and planning scenarios to move from 7-day to 6-day coverage while maintaining critical service levels | Reduced operating burden with stable performance and continuity |
| Decision Support | Scenario modelling and recommendation pack to support leadership choices (trade-offs, risks, and options) | Faster decision-making with clear, documented rationale |
| Automation Roadmap | Identification of automation opportunities, prioritisation (impact vs effort), and delivery sequencing | Reduced manual work and a clear path to measurable efficiency gains |
Key Deliverables
- Target Operating Model including roles, governance, and coverage principles
- Standardised process library with clear ownership and streamlined flows
- Cross-training and rotation plan to enable multi-skilled execution
- 6-day coverage scenarios with service-level safeguards and workload balancing
- Executive recommendation pack with options, trade-offs, and implementation plan
- Automation roadmap prioritised by impact, feasibility, and sequencing
How We Worked
- Rapid diagnostic across teams, schedules, and end-to-end processes
- Workshops with team leads to align on the target model and operational constraints
- Scenario-based approach to evaluate multiple options before decision
- Actionable implementation plan designed for rollout and adoption
Results
- One unified team operating under a single, consistent model
- Improved operational resilience through multi-skilling and reduced silos
- Clear path to move from 7 days to 6 days with controlled service levels
- Prioritised automation opportunities to drive continuous efficiency improvements
“Wasle helped us move from fragmented teams to one operating model with clear ownership and measurable efficiency.”
Operations Director, Financial Services Institution
Wasle helped us move from fragmented teams to one operating model with clear ownership and measurable efficiency.
Operations Director, Financial Services Institution
Conclusion
A unified, cross-trained operations team with a redesigned operating model, reduced service days, and a roadmap for automation and continuous efficiency gains.
