Everest Group helped the bank pursue its location strategy with clarity and analytical rigor. We developed guiding principles aligned with the bank’s priorities to inform decision-making. Each center was designated a role, such as hubs, spokes, satellites, BCP sites, etc. These roles were defined in conjunction with the function and geography served. Redundancy was systematically built, following a programmatic approach, taking into consideration both risks and rewards. We conducted in-depth assessments of each location, benchmarking costs, talent availability, risk profiles, infrastructure quality, and other key factors.
Leveraging our proprietary database of global services delivery locations, Everest Group provided objective perspectives on suitability for the bank’s business needs. We developed optimization scenarios reflecting consolidation timelines, transition costs, and other constraints. Our models incorporated advanced analytics to quantify tradeoffs between cost reduction, talent retention, and strategic alignment.
We then built data-backed scenarios modeling potential future end-states from the current baseline to 2030. Our quantitative analysis weighed the total cost of ownership for each location against its strategic value-add. Granular financial plans mapped the optimal journey to future consolidation while managing risk.
Throughout the engagement, we combined a strategic lens with evidence-based, pragmatic recommendations tailored to the bank. The Everest Group team provided hands-on support to build internal alignment and drive change management. With in-depth knowledge and analytical rigor, Everest Group equipped the bank with clear, actionable strategies to transform its global delivery footprint.