Re-architecting a Global Bank's Target Operating Model
Designing and mobilising a new enterprise operating model across multiple regions, aligning strategy, technology investment and ways of working around a common direction.
Complexity grows naturally. Alignment must be designed.
Decades of growth, acquisitions and regional optimisation had left strategy, architecture, funding, governance and delivery gradually drifting apart. Each was optimising for legitimate objectives, but the connections between them had weakened — creating duplication, conflicting priorities and friction for teams closest to the work.
“The organisation did not need another transformation programme. It needed a common operating model capable of bringing coherence to the enterprise.”
- 01Created a shared view of enterprise priorities
- 02Connected strategy to architecture decisions
- 03Redesigned governance and accountability structures
- 04Aligned investment decisions to business outcomes
- 05Mobilised regional adoption with clear guardrails
- Unified operating model across multiple regions
- Clearer accountability structures
- Improved governance consistency
- Better investment alignment
- Reduced organisational friction
- Improved delivery predictability
Large-scale transformation rarely struggles because organisations lack ambition. More often, it struggles because strategy, architecture and delivery gradually become disconnected. The most valuable operating models are the ones that create clarity.