Argo–One Finance

Overview

In our esteemed partnership with Argo, our consultancy took the helm of the sophisticated “One Finance” initiative. Our directive: facilitate a seamless consolidation of the finance operations of six recently acquired entities into a singular, cloud-based finance system.

Areas of Improvement

      • Process Engineering: In the wake of the acquisitions, it became paramount to integrate and streamline multiple finance systems into a singular, cloud-based platform, promoting operational uniformity and efficiency.

      • Change Management: To ensure the successful transition and adoption of this significant shift, a robust approach to navigating organizational change was crucial.

      • Portfolio/ Program/ Project Planning & Execution: Orchestrating such a vast initiative demanded precise planning and execution at various levels, ensuring every phase transitioned smoothly from blueprint to reality.

Challenge

The task of bringing six diverse financial units under a singular operational framework was laden with intricate challenges. Beyond technological aspects, the effort required aligning disparate work cultures, deeply ingrained methodologies, and varied operational practices into a synergized entity.

Solution

Employing a combination of Process Engineering for system and workflow optimization, Change Management for smooth organizational transition, and precise Portfolio/ Program/ Project Planning & Execution methodologies, we charted a strategic path for this endeavor. Every transition phase, from system migration to team integration, was implemented with exacting detail, ensuring business continuity and efficiency.

Outcome

Guided by our expert consultancy, the “One Finance” initiative achieved a paradigm shift for Argo. The once-separated entities now operate harmoniously as a consolidated finance hub, leveraging a unified system and streamlined best practices.

Argo–Global IT Restructuring

Overview

Kaeppel drove the Global IT Restructuring initiative, marking a major IT reorganization endeavor for the company. Central to our mission was overseeing the outsourcing of IT support and help desk functions to two distinct offshore vendors.

Areas of Improvement

    • IT Organization Structure: Argo was poised for a reshaping of its IT infrastructure and operations. Outsourcing certain functions was identified as a strategy to optimize efficiency and resources.

    • Performance Management: With a significant change on the horizon, it was paramount to manage and measure the performance of the evolving IT department.

    • Change Management: The outsourcing strategy required rigorous change management to ensure a seamless transition without disrupting existing operations.

Challenge

IT restructuring, especially when it involves outsourcing, requires meticulous planning and careful execution to prevent disruptions and maintain service quality. Managing the transition, ensuring uninterrupted service, and seamlessly integrating two offshore vendors into Argo’s operational fabric posed intricate challenges.

Solution

Leveraging tools and strategies such as Project Management, Organizational Design, Performance Management, and ADKAR Change Management, we orchestrated a comprehensive IT transformation. Each phase was meticulously planned, ensuring that both offshore vendors were seamlessly integrated and the outsourced functions aligned perfectly with Argo’s IT objectives.

Outcome

The Global IT Restructuring initiative culminated in a complete IT transformation for Argo. The successful outsourcing strategy not only optimized resources but also bolstered the efficiency and responsiveness of Argo’s IT functions.

Bank of the West–Anti Money Laundering Process Improvement

Overview

Kaeppel partnered with Bank of the West to enhance their Anti-Money Laundering (AML) processes, specifically in the domains of cash flow monitoring and currency transaction reporting. Recognizing the critical importance of these areas in the banking sector, our objective was to introduce streamlined and compliant processes that would not only meet regulatory standards but also drive operational efficiency.

Areas of Enhancement

While the Bank of the West maintained a certain standard in their AML activities, there were aspects that required modernization and optimization. Specifically, there was a need to reimagine the existing cash flow monitoring systems and enhance currency transaction reporting to meet evolving regulatory requirements and industry best practices.

Challenge

Modernizing the AML processes for a bank is always challenging given the sensitivity and the stakes involved. The primary challenge was to transition from the existing “as-is” process to the envisioned “to-be” process without disrupting ongoing operations. Additionally, analyzing vast amounts of data to identify anomalies and ensuring that the new processes would be lean and free from non-value-added steps were significant tasks.

Solution

To tackle these challenges, we employed a suite of tools and methodologies. Lean principles were adopted to analyze and optimize the workflow, ensuring that only value-added steps were retained. Six Sigma methodologies further bolstered our approach, targeting process improvements and reducing variability. Statistical Process Control Charts played a pivotal role in data analysis, enabling us to pinpoint anomalies and areas requiring attention. As a result of these interventions, Bank of the West transitioned seamlessly to a more efficient “to-be” process for cash flow monitoring and currency transaction reporting. This not only made them compliant with the prevailing regulations but also introduced significant operational efficiencies. By cutting out the non-value-added steps through our leaner process, we’ve ensured that Bank of the West’s AML operations are both effective and efficient.