Underpinning everything that Capco does is a new − and fundamentally different − approach to delivering transformational change in the financial services industry.

Point of View

Capco’s approach towards transformation
Customer sophistication, intensifying competition, and technology are reshaping the core business models of Financial Services. To help our clients and industry fully profit from new services and technologies, Capco goes beyond consulting: we apply our competencies and methodologies to transform entire enterprises, product areas and departments, as well as single processes.

We design and implement strategies, organisations, processes and technologies that help our clients dramatically improve their services, achieve greater efficiency, and enhance control. This entails fundamental re-design of the core operating model, not just incremental change.

Combining unrivalled expertise in the financial services industry with innovative new thinking, Capco has the ability to deliver on the promises we make to transform the operational capability and efficiency of our clients. This uniquely powerful combination makes Capco the transformation firm for financial services.
 

Methodology

A principles-driven methodology for transformation
Innovations and evolution are causing a fundamental shift in the industry − moving Financial Services towards the concept of a modern manufacturing concern. By applying manufacturing concepts and techniques, financial organisations are able to address unique customer needs, increase efficiency and optimise operations.

The first step towards transformation is developing a set of strategic principles to ensure that the target operating model and overall transformation programme are aligned with the desired business goals. Our business consulting and operations skills allow us to drive transformation from this crucial set of strategic principles. Here is our transformation methodology in a nutshell:  
 

• Business requirement

Identifying:
- The key functional and non-functional business requirements based on market developments (product / service innovation, infrastructure change, etc.)
- Business strategic and tactical goals
- Specific client needs (derived from client / market segmentation, service analysis, etc.)

• Current state architecture

Analysing and documenting a consolidated view of relevant:
- ‘As Is’ business services & business processes
- Application and technical architecture (wire diagrams)
- External interfaces and the operating and organisation models

• Principles

Establishing the strategic principles, terms of reference and guidelines that shape the future models

• Future state

Defining the future state services, processes and workflows that set out:
- The optimal business model
- A detailed recommended future application and technical architecture
(A gap analysis between the current state and proposed future state is usually required)

• Benefits & business case

A comprehensive statement of the business case − covering the tangible benefits (financial and numerical) and the intangible benefits (quality, STP, cultural, service levels, improved control)

• Implementation

Includes: execution and delivery, sourcing options, quality programme, workflow

• Management

Includes managing: data, processes, controls, sourcing, technology, clients, quality 

Transformation case studies