Investment banker IT enables its core processes and leverages high business efficiency across the nation
This case is about a publically traded investment banker with operations across the country. They are one of the top debt arrangers amongst the merchant bankers and employ about 400 people across the country.
Business Driven Development, Quality Assurance.
As the business started growing and the operations began to include more and more cities, the business knew they needed to coordinate better and have a central business process to stay competitive. Multiple offices across the country gave better insights into the local markets. The merchant banker wanted to streamline its business functions by which they would become more competitive to match and fulfill various investment opportunities across the country
The investment banker has been in business for many years and has developed their very own way of working. In order to IT enable the core processes, the existing business processes were to be mapped closely by IT. Organizational changes had to be proposed to leverage opportunities where IT and automation could save a lot of time and money.
Web Services, ASP.Net, Sql Server, Php, MySql.
The exercise of business modeling resulted in a model that closely represented various departments of the organization. All the branches of the company were now able to function under a central process giving higher visibility into the capability and functioning of each office. With an array of productivity tools built into the system enabled the employees to quickly make decisions and take action.
In the longer run, the business modeling reduced the total cost of ownership. Making changes to the system were isolated to certain sections of the system and were easier to implement.This enabled the business to be better prepared to quickly respond to changing business scenarios.
The team from Continuity1 worked closely with the higher management to chalk out the important business activities and core processes that were central to being competitive in the market. The primary and secondary market processes were identified and modeled. These models were then validated against the business activities. This went on till we found the best model to represent the business.
The result of business modeling was then consumed by a various workflows and automations that delivered the desired business goals with agility and high performance. Market connectivity was automated to keep systems updated with the latest information and reduced manual work.
The resulting system was delivered online and all offices were brought onboard to the new IT system