High Street Bank
OEE, 2009
Re-organisation of Business Unit into Customer aligned, multi-functional teams
Summary
The Front Office (customer relationship and sales) within the Wealth Management Division of a large high street bank were unhappy about the perceived support they were receiving from the Back Office processing unit. The Back Office consisted of a number of functional units, some run by the division, some by another internal division.
The Front Office found it difficult to get information on case progress and felt they were entering a “black hole” as they were passed between departments to obtain updates. There was no end to end ownership of processing, leading to many hand offs and delays. This resulted in customer queries often taking several days to respond to and cases upwards of 70 working days to complete.
oee was asked to support the bank's central improvement team in a review of the business area. The review concluded that the fundamental issue lay with the work organisation - silos of functional departments, each completing a small amount of processing then handing on to progress. Many of the staff felt frustrated with the situation, restricted in their scope of activity and a lack of empowerment to progress client queries. The design was able to provide efficient processing but not deliver a fulfilling customer experience. Both the management teams were keen to work together, with the main objective to improve the customer experience, not necessarily efficiency.
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