Our client was going through a major restructuring of its business. Part of this exercise was the divestment of a significant proportion of its banking portfolio to create a new bank as mandated by the regulatory authorities.
- The challenge included the creation of a new operating model, a secure new infrastructure and robust new systems. All of this had to happen whilst they continued with the day-to-day business of servicing customers
- An external event dramatically altered the strategy for the divestment programme and demanded a new target operating model. This had to be developed and the creation of a robust risk function for the new bank was central to this. Within the divestment programme, a workstream to deliver this risk function, which could clearly communicate its objectives, had to be mobilised rapidly
- The workstream leadership needed to quickly gain the confidence of the wider programme. An assessment of the interdependencies within the programme and their impact on risk was undertaken before building a plan
- The key outcome required was a suite of management information that gave stakeholders at all levels confidence in the deliverability of the risk workstream’s strategy.