Linking strategy with the operating model improves business results, customer and employee experiences.
A national lending company sought to reorganize its operating model to better align with its business strategy, clarify staff roles, achieve greater fiscal oversight, and improve customer and employee experiences.
As RevGen began working with the company’s leadership, four primary challenges soon came to light:
RevGen worked side-by-side with the organization’s leaders at the outset to solve the challenges and create an operating model that aligned with strategy. To do that, RevGen and the company representatives:
After successfully assessing the company’s challenges, we formulated a roadmap with solutions to achieve the future state operating model and improve current processes. The roadmap encompassed the following components:
Added More Efficiency and Cost Savings – Created standardized and efficient processes that made the company more responsive to business partners.
Upgraded Internal Resources That Can Scale – Developed a superior resource model which empowers teams to become strategic advisors and business partners.
Formed Current State Assessment – Created visual models to document current functions and supporting technology; evaluated against branches leading practice.
Constructed Future State Operating Model – Built a flexible and scalable operating model to show how the company would focus on customer and employee experiences while delivering value to the bottom line.
Improved Customer and Employee Experience – Delivered sustainable solutions for better customer and employee experiences with optimized spaces, more collaboration, and updated technology.
Produced a Defined Roadmap – Formed alternatives and recommendations for a roadmap that led to a new operating model, more efficiency, and a stronger more effective organizational structure.
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