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Driven by a refreshed five-year strategy to accelerate growth whilst managing cost within the function, a crucial revenue creating function of the bank required support in defining a new Target Operating Model, baselining capacity and capability of the existing workforce and identifying the workforce gap/surplus to those required for delivery of the five-year strategy.
An in-depth assessment of the current capacity and capability was undertaken and the future skills required to support the five-year strategy were defined using external market, competitor and industry insights. A comparison of capability / capacity gaps was then used to inform future interventions including hiring, reduction of legacy teams and learning plans.
