COO: “I am implementing a new system in order to change my Operating Model…”

A surprising number of companies are under the mistaken impression that by changing their core systems their operating models will magically be transformed.

It is no surprise that in most cases implementation of technology without a clearly defined operating model results in underwhelming deliveries that fail to deliver their stated (or not stated) objectives, lose confidence of business users and may perversely result in increased costs and reduced levels of control.

Operating Models are normally predicated on a business desire to achieve one or more of the following objectives:

  • Reduce costs

  • Increase scale

  • React to regulatory changes

Implementation of the correct systems should facilitate the above but on their own are not enough to deliver the transformation that the business is seeking.

At the root of the issue is the classic “IT tail wagging the business dog” syndrome with IT teams adopting a project mentality with insufficient involvement or engagement with the business.

City Integration recognise that most portfolio managers are not dyed in the wool project managers and equally that IT project managers may not understand the full intricacies of structuring a client portfolio or implementing a rebalance trade. City Integration can help join the dots and deliver successful projects in line with business expectations, making the link between technology and the business and fleshing out the target operating model and then delivering the changes required.

– Author Christian Wells.