Transforming a Retail Bank

During the financial crisis, a large multinational bank struggled to maintain its market position. Investors were challenging its operating model and overall performance. The bank decided to transform its retail banking unit by reducing costs, streamlining the organization, exiting low-priority markets in favor of high-priority ones, and developing a consistent global operating model that leveraged economies of scale.

BCG worked with the bank to create new target business and operating models. The target business model established fundamental principles about how the retail banking unit should be run. The operating model created a global structure to execute the business strategy.

The entire organization was simplified and the number of management layers was significantly reduced. The result was a lower-cost organization that was more focused on delivering value to clients.

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