Banking Process Improvement

Challenge

• The bank’s customer onboarding was slow and error-prone due to manual processes and disjointed coordination among teams.
• The process required manual documentation, verification, multiple sales team visits, and product cross-sell remained low due to lack of process synergy.

Approach

• Conducted extensive on-ground immersions with sales and operations teams to identify bottlenecks.
• Benchmarked internal data against industry standards to highlight performance gaps.
• Formed cross-functional squads across departments to drive rapid experimentation and accountability.

Solution

• Redesigned process flow and documentation to simplify and digitise the process.
• Established clear ownership through client squads for TAT and FTR metrics.
• Implemented leadership review cadence and progress dashboards.

Impact

• 90% reduction in onboarding turnaround time (48 hours → 4 hours).
• 50% improvement in first-time-right accuracy.
• 20% uplift in product cross-sell through improved visibility and process alignment.

Key Learnings

• Process redesign requires cultural and cross-functional alignment.
• Continuous measurement sustains operational transformation.