You know that the core of any banking operations-transformation effort revolves around the process. Whether it’s an operational process or a customer-journey process, it’s the bedrock for every must-do initiative on your strategic roadmap, including:
Conversely, those organizations that put the transformational-trend cart before the process-mapping horse are destined to fail.
You know that you need to map out all the core operational and customer-journey processes,
The problem, quite simply, is: This is a daunting prospect. You’ve got dozens of major processes and literally thousands of component tasks, which need to be identified and documented at the one- to five-minute level of activity.
But won’t that take years? Doesn’t it require a swarming army of consultants at all of your locations?
You need to see where humans interface with systems. Where customers interface with your staff. Where data exchanges reside. Where customer orders go wrong. Where information gets mis-calculated or mis-applied. Where not-in-good-order or “NIGO” conditions exist.
Then, once you’ve got the process maps in hand, the opportunities arise:
This will be a breakthrough for you. But for The Lab, it’s business as usual. We’ve helped banking leaders from the Fortune 500 on down to map processes and reap newfound capacity for more than 25 years. Let us show you why we are the best process-mappers on the planet.
In just six to eight weeks, we can map out for you:
At The Lab, we take a grassroots/front-line approach (vs. a traditional top-down methodology). We document employees’ daily, minute-by-minute, and even keystroke-by-keystroke (if we have zeroed in on an automation use-case) work activities for all end-to-end processes.
While this might sound like a daily-work-stopping year-long task, if performed over a series of one-hour “low-touch-time” increments with a cross-section of individual staff, the time commitment from the organization is actually minimal.
The primary result of this operations-process and customer-journey analysis is end-to-end mapping at the one- to five-minute task-level of detail—confirmed by front-line buy-in.
With this detailed view of the business complete, The Lab then conducts what we call a Map Fair. This is where the actual front-line employees mark up, further contribute to, and comment on the huge workflow diagrams, live with their teams, either via Zoom or in-person, depending on your business situation. And these diagrams are indeed huge: they are as long as an office hallway wall. We conduct Map Fairs at centralized back offices and also send out maps for markup to dispersed locations, for eventual return to the headquarters. And we send out PDFs for remote workers for validation.
But it doesn’t stop there.
The secondary result of this analysis is shopping lists of operations improvements available for your business executives to prioritize, with help from The Lab, for implementation. This gives you candidates for everything from standardization-based improvement to robotic process automation (RPA) use-cases.
Upon completion of the Map Fair, all standardization improvements (typically 200-plus), RPA use-case candidates (100-plus), and advanced-analytics candidates (60-plus) are summarized, databased, meta-tagged, and quantified by the business unit and process they nest under. Start to finish, the process takes just six to eight weeks.
The tertiary result, should you elect to pursue it, post-process-mapping, is implementation. Yes, we implement for you—with you and your team. At our core, we are an implementation firm.
Want to see some actual (anonymized) banking process maps created by The Lab? Simply call (201) 526-1200or email email@example.com book your free, no-obligation 30-minute screen-sharing demo. You’ll see actual banking process maps. You’ll see how we create them, remotely, from our U.S. offices in Houston. And we can answer any questions you have.
For 2021: We have updated our bank client offering. Much of these findings and implementation results can be reviewed in the 3-part-series of “Big Rocks for Banks” below. Find out how to strategically lower costs, increase operating leverage, improve customer experience, and automate what previously wasn’t automatable in your bank.