Challenge

Transforming to an intelligent operation

A leading bank wanted to improve its finance, credit and procurement operations. They recognized that they needed to standardize processes and technologies to give them greater visibility and control, reduce risk, drive more profitable decision making and improve compliance. Combined with the overall business vision of better servicing its fast-moving clients, the bank’s broad goal was a rapid and broad transformation across its back-office to develop an intelligent operation—a transformation that would be driven by a new service-based operating model.

Strategy and Solution

Human + machine collaboration scales new heights

To better serve its fast-moving clients, the bank partnered with Accenture to develop and deploy world-class shared services credit and finance capabilities, with deep finance and digital talent aligned to the bank’s strategic direction.

Process transition and stabilization

Existing processes were shifted to Accenture’s delivery centers and a Global Process Ownership governance model was deployed.

Applied Intelligence

Using smart analytics and robotic process automation, the Accenture team developed a strong control and governance framework, enabling the bank to focus on more strategic initiatives.

Cloud

Satisfied with its new business process services, the bank expanded the scope of services by leveraging Accenture’s alliance partner ecosystem to move its Source-to-Pay operations to the cloud.

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Transformation

Improved client service across the globe

The bank increased its ability to serve a diverse and demanding customer base, enhanced productivity, improved quality and compliance and achieved bottom-line savings.

By teaming with Accenture to quickly move to an intelligent finance function, the bank better supports its customers’ needs and has improved the performance of its strategic sourcing teams.

30%

Standardization, automation and enhanced business analytics improved productivity by 30% over five years and accelerated month-end close.

86 TO 98

Process mapping automation and “component-based" processes reduced errors and turn-around times—leading the quality rate of loan-calculation processes to climb from 86 to 98 percent or better.

$30M

$30M in contract savings were delivered over five years, generating a ROI of 4X the bank’s investment.

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