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A major US bank |
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Transform a major US bank from a product-centric business to a client-centric business, with a focus on incremental results. |
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During the period leading up to 2002, a major US bank faced a number of significant business challenges: |
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Stagnant revenue and net income between 1996 and 2001 |
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Low expected revenue growth relative to peers |
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Depressed stock price |
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Loss of market share |
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High cost of operations as compared to peers |
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The bank needed to find a partner who could help them define and implement a client-centric business model across the entire enterprise (consumer, high net worth, and commercial) |
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They also needed a partner who understood that this transformation was a fundamental shift in the way the current business units operated |
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CGI was chosen based on the strength of its vision, methodology, and proven track record in large scale, client-centric transformations |
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CGI demonstrated that they could provide the leadership and subject matter expertise necessary for long-term program support |
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CGI created the target state definition, developed a 3 year road map, developed the business case and technical architecture, and successfully led the program through to fruition |
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The development of target state business models for the enterprise, as well as for each of the lines of business (LOBs) |
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Program management leveraging CGI’s ABP (Achieving Breakthrough Performance) methodology to effectively guide the bank through each stage of the program lifecycle |
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Leadership of a rationalization effort which involved assessing existing infrastructure relative to business objectives and mapping future solutions and the retirement of obsolete systems |
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This major U.S. bank successfully achieved its targeted business benefits as defined in the road map phase of the engagement, specifically achieving the following results:
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The enterprise cumulative benefits achieved in the first two years of the program were 25% above the cross - line of business road map revenue target |
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Customer acquisition and cross-sell was enhanced through a streamlined, customer-centred onboarding process |
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Customer attrition was reduced by 30% for the most valued clients |
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90% lift over control groups was achieved through enhanced analytics |
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After being engaged with the bank for 24 months, CGI received recognition for its contribution and the critical role it played in moving the bank towards becoming a client-centric organization, while helping them to achieve their financial goals. |
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Discover how we can transform your business.
CGI. Good to know. |
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