Sector
Wealth Management
Sector
Wealth Management
The Challenge
The Challenge
A leading wealth management institution was undertaking a major operating-model transformation. As part of the transition, the organisation progressively outsourced front-, middle-, and back-office functions, along with the technology supporting them.
This created a fundamental question: what should the retained IT function look like once the outsourcing programme was complete, and what should it cost?
The organisation needed an objective view of the future IT operating model, together with a reliable basis for setting its technology budget.
A leading wealth management institution was undertaking a major operating-model transformation. As part of the transition, the organisation progressively outsourced front-, middle-, and back-office functions, along with the technology supporting them.
This created a fundamental question: what should the retained IT function look like once the outsourcing programme was complete, and what should it cost?
The organisation needed an objective view of the future IT operating model, together with a reliable basis for setting its technology budget.
The Solution
The Solution
Quantimetrics designed the blueprint for its retained IT function.
This included defining the appropriate retained IT function, benchmarking the cost of this function, and establishing an evidence-based budget.
Following the initial engagement, Quantimetrics was retained to provide independent assurance throughout the transformation. Regular progress and risk dashboards gave the Executive Committee an objective view of progress towards the desired end state, highlighting potential obstacles and recommending corrective action before they became significant issues.
Quantimetrics designed the blueprint for its retained IT function.
This included defining the appropriate retained IT function, benchmarking the cost of this function, and establishing an evidence-based budget.
Following the initial engagement, Quantimetrics was retained to provide independent assurance throughout the transformation. Regular progress and risk dashboards gave the Executive Committee an objective view of progress towards the desired end state, highlighting potential obstacles and recommending corrective action before they became significant issues.
The Result
The Result
The organisation gained a clearly defined future-state IT model, an evidence-based cost benchmark and ongoing independent oversight of its transformation programme.
The organisation gained a clearly defined future-state IT model, an evidence-based cost benchmark and ongoing independent oversight of its transformation programme.
IT business-as-usual budget almost halved over two years.