Services
Areas of
interventions
In the sourcing strategy design and implementation, we usually undertake actions along 4 different dimensions:
Services - Organisation - Localisation - Governance
In the sourcing strategy design and implementation, we usually undertake actions along 4 different dimensions:
Services - Organisation - Localisation - Governance
Operations include the work of running the bank that does not involve dealing directly with the customers. It may include organizational work, accounting, auditing, Logistics, Information Technology, client and credits administration, projects and a number of other things, in addition to the traditional “middle and back office”.
This dimension is relevant for international banks, whose legal structure is composed of licensed banks in several countries.
But the same can be relevant also for banking groups, having multiple licensed banks in one only country.
Operations include the work of running the bank that does not involve dealing directly with the customers. It may include organizational work, accounting, auditing, Logistics, Information Technology, client and credits administration, projects and a number of other things, in addition to the traditional “middle and back office”.
This dimension is relevant for international banks, whose legal structure is composed of licensed banks in several countries.
But the same can be relevant also for banking groups, having multiple licensed banks in one only country.
Where to place “the intelligence” to draw the rules of the game and where to place the responsibility to control the compliance to the rules is the key decision to be taken when dealing with this topic.
It is often a matter of “knowledge” availability (experts in global / local regulations, laws, market access), but it can also be a matter of homogeneity in conducting the business across the group and standardisation in products and services offered to customers.
We take particularly care at the internal controls and operational risk framework such a sourcing strategy should rely on, in order to provide services compliant to regulations but also with the expected quality and resilience.
Our governance model, acting as a 360° support to COOs, introduces specific concepts of continuous im- provements, change management and controls robustness / completeness, associated to the concerned processes and services.
Where to place “the intelligence” to draw the rules of the game and where to place the responsibility to control the compliance to the rules is the key decision to be taken when dealing with this topic.
It is often a matter of “knowledge” availability (experts in global / local regulations, laws, market access), but it can also be a matter of homogeneity in conducting the business across the group and standardisation in products and services offered to customers.
We take particularly care at the internal controls and operational risk framework such a sourcing strategy should rely on, in order to provide services compliant to regulations but also with the expected quality and resilience.
Our governance model, acting as a 360° support to COOs, introduces specific concepts of continuous im- provements, change management and controls robustness / completeness, associated to the concerned processes and services.