Team & Process
Reorganisation
Merging three fragmented teams into one multi-skilled unit, reducing coverage from 7 to 6 days while improving efficiency, resilience, and service continuity.
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 without compromising service levels.
Operating Model Design
Target Operating Model defining roles, responsibilities, coverage rules, and governance.
Process Harmonisation
Mapping of current processes, standardisation of variations, and definition of a single best-practice flow.
Workforce Flexibility
Cross-skilling framework, training plan, and rotation model so every employee can run all processes.
Coverage & Scheduling
Shift and planning scenarios to move from 7-day to 6-day coverage while maintaining service levels.
Decision Support
Scenario modelling and recommendation pack to support leadership choices with trade-offs and risks.
Automation Roadmap
Identification of automation opportunities, prioritised by impact vs effort, with delivery sequencing.
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
Unified team
One team operating under a single, consistent model
Operational resilience
Multi-skilling and reduced silos across all processes
Efficiency roadmap
Prioritised automation opportunities for continuous improvement
Wasle helped us move from fragmented teams to one operating model with clear ownership and measurable efficiency.
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