Wealth Operational Excellence Program

Challenge

Five back-office, contact centre and risk-support teams at a major Australian wealth group were carrying high backlogs and regularly missing the timeframes committed to clients. Customer service was inconsistent and risk exposure was rising, compounded by platform transitions and technology programs absorbing the capacity of key subject matter experts.

Approach

Cinc ran a current-state diagnostic against its Operational Excellence Framework to baseline maturity and size the capacity opportunity. Cinc Performance Insights was configured and deployed to track productivity, delivery performance and skill proficiency. In combination with targeted Team Leader coaching, this enhanced operational disciplines and brought backlogs and service levels back under control. Maturity gains were then validated across all five teams.

What we found

• Staffing was built to cover peak demand, creating idle capacity between peaks and masking inconsistent training standards.
• Failure demand and complaint volumes tracked service quality, not just volume.
• One team’s backlog rose by more than 300% when unplanned leave coincided with undertrained new starters, exposing a cross-skilling gap.
• Manual, repetitive tasks accounted for roughly a third of total effort across the five teams.

Team members involved: Peter Campbell, Ben Burger, Steven Tan, Maurits van Prooyen Schuurman and Ed Varona.