“As part of the marketing of financial products, a customer in the insurance sector wanted to optimize the operational management of processes by implementing a high-performance Middle Office, linked to an outsourced Back Office. The consulting firm was mandated to support this transformation by analyzing existing processes, defining the target organization, and coordinating business and IT teams to ensure smooth and efficient implementation. Thanks to our expertise in the front-to-back value chain, we were able to meet the major economic challenges of this project, while facilitating the integration of a new tool and coordination with external service providers.
Complete expertise in front-to-back business processes: our mastery of processes, from accounting to transaction processing, has enabled us to design a global solution perfectly aligned with the customer’s needs.
Involvement of key players: we were able to unite business and IT teams around a common vision, guaranteeing a clear definition of the target and consistent project execution.
Structured, rigorous management: thanks to our expertise in managing complex projects, we ensured precise framing and optimal monitoring throughout the implementation phase.
Efficient coordination with the external service provider: we played a key role in facilitating exchanges between the customer and its service provider, ensuring smooth collaboration for the management of middle and back office processes.
Strategic support: we provided strategic support to ensure the successful integration of the new solutions while respecting the Group’s economic imperatives.
Design of the target operating model: Development of a target organization for the Middle and Back Office, optimizing processes and interactions between the various stakeholders.
Writing requirements: defining functional requirements to guide solution development and ensure optimal management of financial products.
Committee and workshop facilitation: Organization and facilitation of committees to maintain aligned and coordinated management between business teams, IT and the external service provider.
Monitoring the integration of new solutions: Support throughout the deployment phase to ensure smooth integration of new tools and optimization of processes.
Support for program management: strategic advice to ensure the success of the project and team buy-in to the new organization.
Study of existing processes: In-depth analysis of existing processes and identification of areas for improvement to determine optimization levers.
Definition of the target organization: development of the optimal operating model for the Middle Office and Back Office, with a focus on the management of financial products.
Expression of needs and functional requirements: Drafting of the documents needed to guide the development of tools and ensure that they meet business expectations.
Steering the integration of solutions: coordinating the various parties involved, monitoring the development and implementation of the chosen solutions, with particular attention paid to integration with the external service provider.
Strategic and operational support: program support to ensure the success of the transformation and team buy-in to the new solutions.
Coordination with an external service provider: Managing the relationship with an external service provider required fluid communication and effective coordination to avoid the risk of misalignment between teams.
Involvement of business and IT teams: Uniting teams around a major strategic project required rigorous management to ensure effective collaboration between all stakeholders.
Integrating a new tool: Implementing new technological solutions meant overcoming integration challenges while respecting business requirements.
Economic stakes: The project involved significant financial stakes for the customer, which reinforced the importance of successful implementation on schedule.
Optimization of operational processes: The introduction of the Middle Office has enabled financial products to be managed more smoothly and efficiently, thereby reducing operational risks.
Improved coordination: Harmonized management of the business, IT and external service provider teams ensured greater consistency in process implementation.
Successful adoption of new solutions: Strategic and operational support ensured smooth integration of the new solutions, with rapid adoption by the teams concerned.
Increased efficiency: The optimization of end-to-end processes has reduced processing times and improved cost control, contributing to the project’s economic performance.
