In response to private banking consumer demand, our client needed to digitise the private bank to remain at the forefront of technical competency. This move supported the changing relationship within the wider market between a more technically competent and astute client and their relationship manager. Today, a collaborative approach exists between relationship managers and clients who work together to meet investment performance goals.
Clarasys’ role was to act as the glue between aspirational user experience and technical reality to ensure business benefits were delivered. We worked with the digital UX design agency and the bank’s technology delivery teams to define the new business process and customer journey that would underpin the new service and customer and relationship manager portals. A key part of this was establishing new agile delivery and governance routines. We helped the client interpret user needs and shaped this into a prioritised backlog of user stories that could be delivered and iterated on.
A successful MVP/Day 1 experience has a significant dependency on the definition of core existing business processes. We did this by:
defining scenarios according to pre-agreed prioritisation
highlighting internal process dependencies
identifying and confirming existing processes
producing business and delivery user stories
The foundation of any digital transformation relies upon solid internal processes which can support the digital front office to ensure that customers are best served. To ensure these internal processes are solid, global process standards must be enforced with regional variations where applicable. A robust governance structure is crucial to the success of global process standards. Establishing a globally accepted process maturity model and playbook was key to the success of this programme. Our role as business analyst and architect enabled local variations to be accommodated whilst maintaining a global core process and building internal agile ways of working alongside Clarasys people.