A major international bank entrusted our team with the task of transforming its operating model for middle and back-office Trade Finance activities in Europe and Asia. In a complex regulated environment, following the failure of a similar project, the challenge was to reorganize processes to improve operational efficiency while reinforcing compliance. Thanks to our expertise in international project management and process optimization, we supported the institution in the complete overhaul of its business model. The project focused on multi-stakeholder management and team adoption. This transformation created a more agile and efficient operating model, aligned with strategic needs and regulatory requirements.
Expertise in complex international projects: we managed the transformation of the operating model in a multinational context, with effective coordination between teams in Europe and Asia.
Process optimization: thanks to our expertise in continuous improvement, we have designed optimized processes that deliver significant gains in efficiency and compliance.
Tailor-made change management: we have developed a structured change management program to ensure the successful adoption of the new processes by all the teams involved.
Control of regulatory imperatives: we ensured detailed management of the regulatory constraints specific to each region, guaranteeing total project compliance.
International framing and steering: rigorous project management on an international scale, with perfect coordination of teams in Europe and Asia.
Lean approach to process optimization: Implementation of a continuous improvement methodology to maximize the efficiency of middle and back-office processes.
Adaptability to a complex context: We took into account the regulatory specificities and internal tensions linked to a previous unsuccessful project.
Involvement of local teams: Tailor-made support to ensure the buy-in of local teams, with an approach focused on local players.
Initial diagnosis: Detailed mapping of existing processes to identify pain points and possible improvements.
Redefinition of target processes: Design of new operational processes, adapted to current market needs and current regulations.
Change management: Implementation of a change management strategy, with training and workshops to support teams throughout the transformation.
Stakeholder coordination: Management of multiple contacts in Europe and Asia to ensure a unified vision and consistent implementation of the project.
Monitoring and adjustments: Regular monitoring of the project’s progress, with adjustments made as and when necessary to ensure that objectives were met on schedule.
Complex, regulated sector: A highly regulated business, with legal constraints specific to each region, requiring rigorous project management.
Tense context following the failure of a previous project: A previous unsuccessful project added extra pressure on the team to ensure the success of this transformation.
Multiple international contacts: Coordination between different teams, spread over several geographical zones, required precise management of stakeholders and effective communication.
Managing team adoption: Ensuring team buy-in and successful integration of the new processes required a carefully planned change management approach.
Optimization of operational processes: Implementation of optimized processes to reduce processing times and improve overall operational efficiency.
Improved compliance: Reinforcement of control and audit mechanisms, ensuring full compliance with regulatory requirements specific to each region.
Reduced bottlenecks: Significant reduction in the “pain points” identified during the initial diagnosis, ensuring smoother operations.
Better international coordination: Thanks to strengthened governance and improved communication, coordination between teams located in different geographical areas has been greatly facilitated.
Successful transformation
