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The Swiss banking industry has been facing heavy headwinds since the outbreak of the 2007-2008

financial crisis. Stagnating revenues from retrocessions, mounting regulatory costs and the new age of

digitalization are triggering profound transformation plans. Derived from multi-year good practice in

complex transformation programs, our proven Organization & Transformation approach will help you

make your next transformation journey a successful and memorable one.

Structural changes impact banks’ strategy and

operating model

After deciding to embark on the transformation jour-

ney, banks are left with a set of ambitious project

portfolios across all elements of the operating model.

A smooth interfacing between the segregated trans-

formation programs is crucial for the final outcome of

a change initiative. Including all stakeholders is equally

critical for the long-term success of such an endeavor.

Despite sounding fairly obvious, it remains staggering

to realize that nearly 75% of change projects fail in the

long run (2013-14 Towers Watson ROI Study Report).

Recent major change initiatives were predominantly

driven by global and local regulatory requirements,

new client demands and digitalization. These changes

have forced Swiss banks to reassess their target mar-

kets and to adapt their strategies accordingly.

This directly translates into numerous scrutinized and

substantially redesigned operating models. Our struc-

tured and holistic transformation approach allows us

to reverse the odds and strive for our client’s success

in change initiatives.

How does our method make the difference?

TALOS’ end-to-end approach of transformation fol-

lows a staged model from the preparation to the an-

chor phase. The initial preparation and analysis phases

provide the basis for your organizational design. Spe-

cial attention is required in the following two steps of

the transformation phase: temporary co-existence

and go-live. Both are crucial for the success of the

anchor phase.

Once the target status has been reached and the an-

choring has been kicked off, continuous improvement

measures and initiatives are necessary. Those are key

and either make a transformation journey excel or fail.

Aside from proven methodologies, we put strong em-

phasis on people - our so-called staggered staff in-

volvement approach. Our experience shows that staff

is the most critical factor in change.

From the top of the hierarchy to the bottom, Trans-

formation Ambassadors, Transformation Champions

and Process Champions are successively involved to

carry and advocate the transformation message dur-

ing the different stages of the process.

Change Counselors act as coaches to help impacted

employees cope with the transformation and provide

answers to various concerns. The objective is to ac-

tively engage employees in the transformation of their

organization. Employee satisfaction is measured by a

variety of measures (e.g. mood barometers, satisfac-

tion surveys) which ensure that the new status-quo is

well accepted and proves to be sustainable.

Change often fails? Venture into new ways!

„Employee involvement is the most

critical factor in change“

„75% of change projects fail long term“

ZURICH

TALOS Management Consultants

Bleicherweg 45

CH-8002 Zurich

www.talos-consultants.ch

LUXEMBOURG

TALOS Management Consultants (Luxembourg)

5, Rue Heienhaff | 2nd floor (Wing E – Suite 2E)

L-1736, Senningerberg

www.talos-consultants.ch

Case Study 1: Build-up of marketing organization

Case Study 2: Global Private Banking IT support transformation

“Our inclusive approach to client work sets

TALOS apart.”

Philipp Tenbieg

Who we are

TALOS is shaping new standards in

management consulting. As a spe-

cialized boutique of Swiss origin, we

are serving the European financial

services sector from our local offic-

es in Zurich and Luxembourg.

Founded by three experienced

management consultants in 2008,

we have grown since then to a mid-

sized player with a complementary

service offering across four disci-

plines.

With our bespoke and hands-on

approach, we accompany our cli-

ents in mastering the fundamental

change the industry is facing in the

need to constantly refine its busi-

ness and operating models.

Increasing our clients’ organization-

al effectiveness and operational

efficiency while remaining true to

ourselves; this is what we are trust-

ed for.

We strive to be recognized as a

leading management consulting

boutique for the European financial

services industry.

Your Contact

Philipp Tenbieg

Managing Partner

Organization & Transformation

philipp.tenbieg@talos-consultants.com

+41 44 380 14 40

SUPPLY MANAGEMENT

TECHNOLOGY MANAGEMENT

SALES & REGULATORY MANAGEMENT

ORGANIZATION & TRANSFORMATION

THE SERVICE OFFERING

TALOS was mandated to support the setup of a leading international

Asset Manager’s newly centralized marketing division. TALOS helped

design the overall governance and organization structure. The marketing

service catalog was refined to best match the business and client needs.

Key marketing staff was involved to design the end-to-end process for

the marketing services, while syndicating with all of the involved key

stakeholders. Sustainability was ensured by piloting and refining the new

processes, organization structure and interfaces.

Tangible benefits were a time-to-market reduction of marketing materi-

als of more than 30%. By utilizing tool automation, the marketing mate-

rials output was significantly increased without altering usual budgets.

TALOS supported a Swiss Bank in the transformation of its global IT Pri-

vate Banking support division. The de-centralized silo structure of the

support organization resulted in high operating costs, insufficient coor-

dination and transparency as well as poor customer satisfaction. The

mandate was comprised of the setup of a global support organization

with clear interfaces, mature process levels as well as governance.

Alongside of the building blocks Governance, Organization, Processes

and Staff, TALOS helped to design the target operating model. We ap-

plied our remarkable staff involvement approach to ensure the buy-in of

senior management through Change Ambassadors on the one side and

to leverage employee expertise for the organization setup through Or-

ganization and Process Champions on the other side. Efficient monitor-

ing and controlling tools ensured a target oriented transformation.

Tangible benefits for the client were a 20% reduction in operating costs.

Support employees were transferred from several IT development units

into the new organizational setup. Clear interfaces and a three-support-

levels-approach were defined. Client satisfaction was increased through

IT service cost transparency and improved service level agreements.