Our client, a financial services company that manages account applications, had planned to introduce new software to automate account opening processes.
As well as meeting industry standards around data accuracy, our client's move to automation promised to realise cost savings, increase productivity and help meet regulatory and compliance obligations as well as permit more accurate internal business performance forecasting. Yet successful implementation of the new online account opening system depended first on solving inherent problems with the existing paper-based one.
We worked closely with employees at every level and discovered that many paper-based applications were incomplete, inaccurate or both. It became clear that substandard performance meant that work was being repeated, creating unacceptable delays in opening accounts. In addition, lack of individual performance tracking meant that managers, while focused on raising standards, had no sense of who was doing well – and where intervention might be required.
By collaborating with employees we uncovered valuable internal resources that could be used to build team proficiency. We established a working group of willing employees who were able to offer ongoing remedial training and pre-submission checklists. And we collected and analysed performance data so we could identify common problems and develop speedy targeted resolutions.
By engaging positively with employees we were able to quickly resolve problems with the existing paper-based account opening processes, which cleared the way for the introduction of the new online system. Proficiency levels rose and staff also came to appreciate the business case for the new online system, which helped build compliance. Once successfully implemented, our client’s new system led to the anticipated levels of productivity and associated cost savings.
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