BCG develops the corporate strategy of CBI bank

01 November 2013 Consultancy.uk

Commercial Bank International (CBI), a bank based in the United Arab Emirates, has hired Boston Consulting Group (BCG) to develop its 5-year strategic plan. The consultants will advise the bank on how to define its business strategy and coordinate the execution of the project, from data research to the final deliverable. The project is due to be finalized by the end of 2013.

In a press release CBI announced that it is a corporate strategic plan, which will entail all business units, including Retail Banking, Corporate Banking, SME and Treasury. BCG will perform three main analyses as a basis for drawing up the future strategy. Firstly, the consultants will perform a market analysis of the regional banking market. In addition, findings from global market studies will be integrated into the study.

CBI - BCG

Secondly, BCG will bring along best practices from clients regarded as 'world-class' banks, across all business areas, ranging from sales, marketing to operations and ICT. Lastly, BCG will analyse current internal policy and ambitions, in order to ensure that the bank's strategic priorities and DNA are incorporated into the future vision and roadmap.

“It is time for CBI to develop our next strategy and we are extremely excited to have partnered with BCG to do so. The outcome will provide a clear direction; a vision and a mission for the Bank, identifying the strategy that will make us achieve our aspirations for the next five years”, says Kris Babicci, Chief Executive Officer of CBI.

“CBI is a key player in the local banking sector, and we see great potential for the bank to further develop its capabilities. By developing and implementing the correct strategy, CBI has the potential of becoming a major industry player in the UAE within five years, and we are pleased to support them in their efforts to achieve these goals”, thus Ganesh Mohan, Managing Director of BCG in Dubai.

* CBI was founded in 1991 and has grown to a bank with 19 branches across the UAE.

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How data insights helped Network Rail improve the South-East route

11 April 2019 Consultancy.uk

Amey Consulting has leveraged data insights to assist Network Rail with the improvement of its South-Eastern route. Using the Quartz tool, which monitors train movement, Network Rail will now be able to commit to data-enabled interventions to quickly improve underperforming train stations.

With rail services in the UK coming under strain from the demands of modern commuter life, while the infrastructure and service delivery of the nation’s railways has come in for sustained criticism in recent years, a period of regeneration is on the cards at last. Network Rail is the owner and infrastructure manager of most of the railway network in Great Britain, and has subsequently tapped the consulting industry on a regular basis to help find areas of improvement.

The group recently drafted in consultancy BearingPoint to conduct a thorough organisational evaluation and advise Network Rail (High Speed) on attaining a ‘fit for purpose’ organisational standard – for which the consultancy was nominated at the 2019 MCA Awards. Meanwhile, ArupArcadis and Aecom have been contracted to help Colas Rail and Babcock Rail implement a decade-long framework for Network Rail, aimed at supporting the delivery of the next generation of rail systems, with the contracts said to be worth as much as £5 billion

How data insights helped Network Rail improve the South-East route

As Network Rail further aims to improve its performance and customer service offering, another area it has sought help from the consulting sector for is its South-East route. The network of railways connects London with the southern parts of the country, as well as with Europe, making it the busiest in the country, with more than 500 million passenger journeys per year. This crucial expanse of rail was plagued with small minute delays, which were impacting millions of passengers every day, while reducing the efficiency and capacity of the overall network – something Amey Consulting was selected to help solve.

Amey Consulting soon determined that with the sub-threshold delays to services only lasting for 1 or 2 minutes, most were not the subject of detailed root cause analysis, and this made their corrections almost impossible – with dire consequences. Without addressing these delays, passenger satisfaction would fall, while the capacity and efficiency of the network would be reduced, stinging the income of Network Rail even before a host of delay-related fines would hit the company.

In order to help the client gain a better understanding of where, how, when and what these small delays occur, Amey Consulting looked to demonstrate the value of data-led consulting, with a significant reduction in delays within the first month of rolling out changes to key stations. The consultants embedded themselves in Network Rail’s team, helping them learn the key skills needed to support and apply data-driven solutions.

Agile transport

This involved the deployment of the Quartz tool. The system utilises to-the-second train movement data to present the performance of individual stations across the South-East route. It allows users to effortlessly understand station performance with a high level of detail, and use this information to identify losses caused by small-minute delays. The granular data allows for targeted actions to drive efficiency savings and performance improvements. More importantly, it allows users to understand the impact of small process changes on performance. 

Steve Dyke, an Executive Partner at Amey Consulting, said of the project, “We looked to identify the physical root cause on the infrastructure, building a case for change then managing that project implementation and tracking the benefit/value.  In doing so we are working to define a data performance improvement service to the operational and infrastructure owners.”

Just as important for the project as the technology, however, was teaching the Network Rail team how to leverage it after the consultants were gone. The Amey Consulting team worked to develop an agile working culture within Network Rail’s South-East division, helping staff to be confident in using data to improve the journeys of millions of people per year by attacking the problem from the ground up.

Dyke concluded, “This is less about the tools and about the approach to managing performance.  It meant using by-the-second analysis, data science, and then agile development to visualise and identify areas where improvements can be made.  We then worked with NR to change the way they approached the management of the infrastructure changes.  So rather than pass the information down the value chain, any of which could have been missed, we managed the change end-to-end.”

The project was so successful that Amey Consulting was also among those honoured at the recent MCA Awards. The firm scooped the Performance Improvement in the Public Sector prize for its work with Network Rail, at the 2019 ceremony in London.