Transforming Corporate Services: A Value Chain-Oriented Approach

The Corporate Service Department of a infrastructure and water-management authority faced a challenge in defining the future role and positioning of the Corporate Service Provider Role within the organization. The primary focus was on facilitair and HR, with additional consideration for other support services. The challenge involved understanding the extent of responsibility required for the company in relation to its primary processes, the integration of expertise, and the potential consequences of centralizing certain business operations within the Government.

Hub & Spoke Branch Set up for a National Bank in Tanzania

The client struggled with managing back-office operations across multiple regional branches. Primary issues included process inefficiencies, long queues in banking halls, and bureaucratic delays in processing large loans. Additionally, there was a need to centralize back-office activities to improve service quality and reduce operational costs.

Strategic Transformation of European F&A Operations

The current F&A, Risk, and Operations functions and processes are organized country-by-country for 15 European countries. The client has been struggling for more than a decade to improve these processes and internal efforts to standardize them in an attempt to increase quality and lower costs have not been successful.