First, the actual customer needs - of the parent company as well as of external customers - were identified and a suitable value proposition was formulated. Key questions were, among others: What does the parent company expect from us? Which new customer segments could be targeted? Then the roles were sharpened and the range of services for internal and external customers, including the necessary core activities, was derived.
The following questions had to be clarified: Which internal role do we want to take on in the future, that of service provider and/or partner? And what skills do we need for this? The next step was to define the process-related interaction with the parent company - both in day-to-day business and in innovative activities - and to determine the points of interaction with external customers.
The main benefit for the financial service provider was the identification of three central growth levers in the product range. The clear structure of the future products or services enabled the precise definition of the activities that are necessary to provide the services offered. And the highly efficient business process model derived from this created the prerequisite for a scalable organisation that can react optimally to fluctuations in demand.