Leaders across all functions must ensure that they ask themselves what new processes, people practices, and technologies, brought together as an overall solution, will deliver the greatest impact.

2. The key is to develop the right target operating
model by using a structured approach.
Although every situation is unique, this is an
introductory checklist that can serve as a guide
for those starting (or restarting) their change-
the-bank initiatives.

3. 1. Review the as-is state and
rationale.
Understand the current state of performance,
identify candidates for improvement, and
review the process practices

4. 2. Identify improvement
opportunities.
Use metrics and frameworks to benchmark key
areas, identify top areas for improvement,
assess the feasibility and risk of options, and
analyze benefits such as cost, efficiency, or
effectiveness.

5. 3. Identify delivery alternatives.
Assess options for consolidating processes into
internal global shared operations, externally
sourced operations, or a combination.

6. 4. Determine change
implications.
Outline the financial and risk-related
implications for each location and structuring
option (e.g., various types of risk

7. 5. Build the business case for
each alternative.
Compile a high-level business case that
encompasses process improvement,
organizational structures, locations, and change
implications.

8. 6. Develop a detailed roll-out
plan.
Develop a roll-out plan to reach the targeted
operating model by process and by location.

9. 7. Build the final business case.
Identify emerging options for each process and
develop financial and implementation plans