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Process Automation. Front-to-back automation clearly improves overall productivity and the customer experience. All-star banks enable efficient electronic data capture and automated decision-making at the point of sale. They achieve straight-through processing (STP) for the vast majority of new-account openings and new unsecured-credit products. Where STP is not applicable, processes are workflow-enabled with skills-based routing, prepopulation of required documentation, and intelligent validation. We observed significant room for improvement among our survey participants on this dimension, as many banks remain hindered by a large number of manual processes in sales, fulfillment, and servicing.
Most banks in our survey are working to improve process efficiency and effectiveness. However, few have been able to improve consistently across product portfolios and product life cycles. For example, some institutions have achieved strong performance in processing transaction accounts but lag on mortgages. Others have come a long way when it comes to new-account sales but still struggle in postsale account administration. In addition, many banks could improve overall process industrialization. For instance, only half of our survey participants systematically separate simple and complex tasks, and few share processes among different products or beyond product families.
All-star banks invest in achieving leaner overhead, reducing organizational complexity, and maximizing the percentage of FTEs in customer-facing sales and service roles. At the best-performing banks in our survey, more than 80 percent of FTEs had such roles. (See Exhibit 5.) Of course, any streamlining program must also involve initiatives to centralize processing activities and to outsource selected activities when there are clear benefits to doing so.
Centralization. At all-star banks, processing activities are carried out in a small number of processing centers that serve a designated geographic area, not in branches. Each of these centers typically employs several hundred operations FTEs, enabling scale benefits to be achieved without generating too much complexity. The vast majority of our survey participants are continuing to consolidate their processing centers, with roughly 75 percent aiming to reduce their number of centers in the near future.
Outsourcing and Near- or Offshoring. When it comes to outsourcing and offshoring, there are always successes and failures. Typical reasons for failure include a lack of strategic intent, an inability to optimize processes internally, and unclear assessments of second- and third-order impacts. All-star banks effectively outsource activities that are subscale, repetitive, and nondifferentiating when the economic benefits are both evident and sustainable. Nearly every bank in our survey has selectively outsourced portions of its operations, especially in processing and postsale administration. Outsourcing remains limited, however, with (on average) less than 10 percent of operations FTEs outsourced. All-star banks also practice insourcing for key differentiating activities and in areas where greater scale provides a competitive advantage.
As for strategic near- and offshoring, the obvious purpose is to take advantage of low-cost locations. But banks must carefully assess the tradeoff between the benefits of labor-cost arbitrage and the costs of coordination. As of today, near- and offshoring are limited. Less than 30 percent of our survey participants have near- or offshored more than 20 percent of their processing activities, and few banks plan to take further steps in this area in the near term.
We have observed that few banks place enough emphasis on reducing complexity in their product portfolios as they try to manage the tradeoff between developing a highly sophisticated offering and avoiding excess product proliferation. In addition, few banks in our survey have forged a new-product-development program that fully encompasses an end-to-end view of sales and operations processes. Furthermore, all the banks in our survey acknowledged the need for better harmonization and integration across the organization.
Indeed, just one-third of the banks in our survey measured end-to-end operations performance on a regular basis, and only 10 percent had significant incentives linked to end-to-end performance in place. Only a couple of banks provided incentives to employees below the management level. 2b1af7f3a8