End-to-end process re-engineering saves £35m IT spend by defining cheaper alternatives for improvements


The client, a UK-based FTSE 100 financial institution, needed to undertake a large business transformation project to radically reengineer its obsolete business processes and replace what were seen as aging and ineffective systems. It was also understood that the current operating model and organisation structure were no longer fit for purpose.


Clarus Consulting was approached to lead the project, reengineer the processes and design an optimal organisational structure based on the new processes, as well as managing the new technology implementation being delivered by a third party. This included the completion of a detailed business case to support the investment rationale.


The end-to-end processes were redesigned to address inefficiencies and meet the required business controls. These processes were then used to develop the appropriate organisational structure and inform the technology implementation. Using the insights from the process re-engineering and drawing on our experience in leading large technology implementation programmes, we were able to highlight key issues with the initial project assumptions and the investment viability for the technology implementation. Concerns regarding the thoroughness of the original technology designs and wider implications on the organisation were shared with the programme steering committee. As a result, the planned replacement of IT systems was abandoned and cheaper alternatives explored, leading to savings for the client of circa £35m.

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