{"id":5456,"date":"2017-07-27T15:37:11","date_gmt":"2017-07-27T09:37:11","guid":{"rendered":"https:\/\/rbc-grp.primedigitalsoft.com\/transformatsiya-operatsionnoj-modeli\/"},"modified":"2026-10-10T18:14:10","modified_gmt":"2026-10-10T12:14:10","slug":"transformatsiya-operatsionnoj-modeli","status":"publish","type":"page","link":"https:\/\/rbc-grp.solutions\/en\/upravlencheskij-konsalting\/transformatsiya-operatsionnoj-modeli\/","title":{"rendered":"Operational Model Transformation"},"content":{"rendered":"

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Today, managing a company’s or bank’s operational production can be viewed much broader than the task of building optimal business processes and automating them. The task of building an operational model is to create a virtual environment in which the management model and separation of powers, regulatory framework, business processes, risks and controls, KPIs, as well as IT systems and technical infrastructure are mutually integrated.<\/p><\/blockquote>\n

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Goals:<\/h2>\n
    \n
  • Ensure an optimal balance between transaction cost and customer service quality<\/strong>;<\/li>\n
  • Ensure operational risk management<\/strong>;<\/li>\n<\/ul>\n

    Implement mechanisms for monitoring the performance<\/strong> of the organization’s operational model and change management, keeping it up to date when introducing new products, systems, changing processes, etc.[\/vc_column_text][vc_column_text css=”.vc_custom_1501147646819{margin-bottom: 20px !important;}”]\"Goals[\/vc_column_text][vc_column_text css=”.vc_custom_1501147677880{margin-bottom: 20px !important;}”]<\/p>\n

    Tasks:<\/h2>\n
      \n
    • Modernize the organization’s operational model taking into account the capabilities and advantages of competent process organization and automation systems;<\/li>\n
    • At the same time, establish the right priorities during implementation, taking into account expected business benefits and limited resources.<\/li>\n<\/ul>\n

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      Main components of operational production management:<\/h2>\n
        \n
      • Line production management<\/strong> (task reception, task addressing, task execution control);<\/li>\n
      • Performance management<\/strong> (resource management, eliminating downtime and overloads);<\/li>\n
      • Quality management<\/strong> (identifying deviations, addressing them, controlling and eliminating deviations and loops);<\/li>\n
      • Operational risk management<\/strong> (risk and control analysis, working with operational losses);<\/li>\n
      • Finance and economics management<\/strong> (calculation of transaction and process costs).<\/li>\n<\/ul>\n

        Main implementation steps:<\/h2>\n
          \n
        • Development of target business architecture, management model, and operational production business processes;<\/li>\n
        • Development of target IT architecture;<\/li>\n
        • Optimization of the organizational structure, redistribution of employee and departmental roles within the Company;<\/li>\n
        • Updating the internal regulatory base: policies, procedures, regulations, methodologies, departmental provisions, and job descriptions;<\/li>\n
        • Selection and implementation of IT systems, training;<\/li>\n
        • Implementation of key management and business efficiency control components, development and introduction of KPIs;<\/li>\n
        • Modernization of risk management, analysis of operational risks, and implementation of controls;<\/li>\n
        • Adaptation of accounting, financial, and management reporting.<\/li>\n<\/ul>\n

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          Implementation Approach<\/h2>\n

          \"Implementation[\/vc_column_text][vc_column_text]<\/p>\n

          As a result of the project, the Customer receives:<\/h2>\n

          PRODUCTIVITY INCREASE AND GROWTH ACCELERATOR<\/h3>\n

          Capabilities to measure and analyze workloads at the level of key business components and quickly make decisions on resource reallocation<\/p>\n

          COST REDUCTION<\/h3>\n

          Identification of opportunities to reduce transaction processing costs through analysis and standardization of business components at the corporate level<\/p>\n

          SIMPLE AND TRANSPARENT PRODUCTION MANAGEMENT SYSTEM<\/h3>\n

          Building a simple and clear management system for bank operational production based on a component model. Increasing business capabilities and flexibility<\/p>\n

          IMPROVED SERVICE QUALITY<\/h3>\n

          Capabilities to measure and analyze deviations in work, determine redundant and duplicated business functions, technical consolidation and rationalization[\/vc_column_text]