Introduction

Our lead consultants have a wealth of experience in diverse fields of financial services operations having worked extensively in the financial services sector in East Africa and beyond. Some of our consultants have previously held senior process management positions with leading multi-national Banks.

As a firm, we have assisted several financial services organizations in East Africa significantly improve their business processes, leading to greater profitability and other tangible benefits.

Talk to us today and let us support you in your journey towards process excellence.

Case Studies

Case Study 1

Bank A is a medium sized bank in Kenya with branches in the capital city and in several other strategic towns upcountry. The Bank has been around for many years but its performance had always not been impressive. A new CEO was recently engaged who brought in a fresh approach to matters by immediately reviewing all aspects of the business and coming-up with a 5-year strategic plan to turnaround the Bank. Part of the turnaround strategy was to address the Bank’s business processes which had hitherto been ignored leading to a situation where:

The Bank’s functions/departments operated as silos with resultant bureaucracy and inefficiency. The end-to-end view of business processes was completely lost;
There was poor understanding of what constituted the Bank’s core processes and therefore scarce business resources were not allocated effectively to derive maximum value for the stakeholders;
Documentation on business processes [policies/procedures] was scanty and largely out-of-date. As a result, employees performed their duties in the manner they were first instructed, along with whatever changes/aspects they added, forgot or ignored!
Lack of standard operating procedures led to confusion and frustration to employees and customers alike;

The Bank’s top leadership lacked sufficient confidence in their business processes to bring new products to the market and generally compete effectively against its rivals. Due Process Consulting LTD was engaged to help the Bank address its shortcomings in business process management. Our Consultants applied their long experience and proven skills in business process management to help the Bank:

Identify its core business processes:

Document all the business processes end-to-end on an ‘As Is’ basis;
Analyze the ‘As Is’ processes and conduct process improvement workshops with key cross-functional stakeholders;
Come-up with and document improved [‘To Be’] business processes and obtain stakeholder buy-in and approval;
Prepare new detailed policies and procedures manuals;
Train employees on the improved/standardized business processes.

As a result of this BPI project:

Over 500 process improvement opportunities were identified and appropriate solutions implemented across the organization;
The need for a new core operating system was identified and process to acquire and install one initiated. ‘To Be’ process models produced by our team were used as blueprints for the new core operating system;
Employee morale and motivation increased significantly due to better clarity in their job roles and enhanced competence.
The Bank gained renewed confidence to introduce new products into the market and take its competitors head-on.
Customers benefited from better quality products and services, improved delivery speed and standard practices across the Bank’s branches leading to better customer acquisition and retention;
The Bank’s profitability almost doubled within a year due to revenue maximization and reduction in operating costs and losses.

Case Study 2

Bank B is a relatively new entrant into the financial services industry in Kenya. As part of its licensing requirements by the Central Bank of Kenya, the Bank needed to demonstrate that it had proper documented policies and procedures covering its core business areas in place. The policies and procedures were also crucial to its ability to effectively launch into the market and attract sufficient business to break-even within a reasonable time. Bank B invited Due Process Consulting LTD to assist with its business process documentation project.
With experience in business process design and documentation for financial services organizations spanning several decades, our Consultants assisted the Bank:

Research accepted best practices in the industry;
Design business processes that fit well with its sponsors’ strategic objectives, proposed core operating systems and with current best practices adopted in the local banking sector;
Test and improve the proposed business processes;
Prepare policies and procedures manuals.

As a result of the project:

The Bank secured its operating license from Central Bank of Kenya without any hitches;
New members of staff were inducted using the policies and procedures manuals produced;
The Bank managed to launch its operations into the market with minimum hitches and acquire a sizeable clientele within a few months;
The Bank was able to break-even within less than 2 years.

Due Process consulting continues to support the Bank continuously improve its business processes and keep its process documentation up-to-date.

Case Study 3

Bank C has operations spanning selected countries across the world. Recently, the Bank set-up operations in East Africa, starting with two flagship branches and then expanding rapidly into a sizeable branch network.
As a result of the rapid expansion, the Bank found itself confronted with a myriad of operational risks, many of which resulted into losses, some of them quite substantial. The operational loss incidents at the Bank attracted the attention of the Central Bank which censured the Bank and required that the situation be regularized quickly, if the institution was to continue enjoying its license.
Bank C engaged Due Process Consulting LTD to help it stem the escalating operational risk challenges.
Our Consultants studied the Bank’s structures, systems, policies and procedures as well as operating environment and:

Designed, documented and set-up an Operational Risk Management Framework that complied with the Central Bank’s prudential guidelines as well as Basel II requirements;
Designed, documented and set-up an operational loss incident management framework;
In conjunction with the Bank’s employees, assessed the Bank’s core processes and systems for operational risks and came-up with a comprehensive Operational Risk Database/Register;
Designed an effective surprise checks system and control diaries to assist management with their check and control responsibilities;
Trained employees nominated by the Bank including an Operational Risk Coordinator on operational risk management;
Made helpful recommendations to assist the Bank improve its operational risk profile by proactively mitigating operational risks and reducing the severity of loss incidences.

Following our work:

The Bank’s operational risk management profile improved significantly to the entire satisfaction of the Central Bank;
The Bank’s employees were able to manage operational risk on a day-to-day basis going forward using the framework we put in place;
Operational loss incidences reduced dramatically as possible loss incidents were identified in a timely manner and managed properly to reduce the likelihood and impact of losses to the Bank.

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