Our client, a global emerging markets bank, needed to create and implement an effective analytical capability which would fulfill their fiduciary duties and obligations to shareholders and regulators. This would involve monitoring their risk in the banking book while also producing accurate insights to drive efficiency, risk management and decision making across the Group. With the support of our wholesale banking experts and specialists across treasury, program management, data and operating models, our client was able to effectively overcome the challenges they faced on day one of their initiative, effectively mobilizing a best-in class liquidity management reporting capability.
- Outcome 1: Successful implementation of a powerful calculation center with flexible software and an optimized user experience, supported by a stable and efficient architecture
- Outcome 2: Clearly-articulated processes and structures to enable sustainable delivery of change, both during the program and for the future, lowering costs
- Outcome 3: Redefined data ownership structures, with enhanced engagement and accountability for data quality and accuracy from source data owners
The challenge
Our client, the group treasury function of a global emerging markets bank, needed to radically re-design how liquidity and banking book risk was managed across the organization. This required changes to data, technology and operating model across the entire bank and its international subsidiaries. In addition to this, they had a pressing regulatory deadline to meet: Basel III.
At project inception, our client had a range of challenges to be addressed simultaneously, including a poor engagement model, minimal formal definition of data requirements, unfit-for-purpose technology infrastructure, insufficient governance and limited accountability for delivering the program of change. Their teams were making limited progress, given conflicting priorities with BAU demands, insufficient skillsets and poorly understood project scope and objectives. Finally, the necessary engagements were not taking place across franchises, business units and international subsidiaries to drive unified change.
The approach
Our multi-year engagement with our client on this complex program of work consisted of a number of phases and workstreams. In the preliminary stages, we played a strategic advisory role, supporting the treasury function of the bank, underlining to them the importance of looking holistically at data, technology and operating model and how to set up the program for success. We distilled our best-in-class institutional understanding and business-focused regulatory analysis to co-build practical data requirements and architecture designs. We set up effective governance forums, articulated a clear vision and brought senior stakeholders across the business together. Later, as the program matured, we played a crucial program management role in which we oversaw the program’s various workstreams and multitude of stakeholders, while also supporting crucial cross-bank enabling programs, including the design of an treasury risk operating model for our client’s international entities.
The value delivered
With our wholesale banking support, our client was able to benefit from clean and well-structured data that efficiently flows through a powerful analytics engine to produce timely, accurate and insightful reports. This was a critical strategic outcome for the Group, with significant regulatory and shareholder impact. As ancillary benefits, this program also set up clearly articulated process and future-fit organizational structures, built a stable and efficient architecture and significantly lowered future change costs associated with the reporting capability. Even in phases where we were providing more operational support, we were continuously on-hand to offer our institutional expertise to support our client in navigating complex decisions throughout the implementation journey.