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03

Simplification

Cut the product set, the process sprawl and the operating model down to what earns its keep.

Simplification reduces the products, processes, systems and structures an organisation carries to the ones that create value, so it costs less to run and changes faster. Transformativ builds the plan and the business case, sequences the work, and delivers the first results while the rest is under way. Our people have led simplification programs for major Australian banks.

WHEN WE'RE CALLED

The moments complexity becomes too expensive to keep

  1. MOMENT 1

    Cost-to-income is under pressure

    Peers run leaner, and the gap is showing in results and in the board's questions.

  2. MOMENT 2

    Growth left duplicates behind

    Acquisitions and brands each brought their own systems, products and processes, and none were retired.

  3. MOMENT 3

    Change takes too long

    Every new product or regulatory change has to be built several times across overlapping platforms.

  4. MOMENT 4

    The operating model grew by accident

    Structures, handoffs and approvals that nobody designed now slow every decision.

PRODUCTS AND PROCESSES

Fewer products, simpler journeys

  1. 01

    Product rationalisation

    Product variants consolidated into a set that serves customers well and costs less to run, with customers moved carefully.

  2. 02

    Process simplification

    Origination, onboarding and servicing journeys redesigned so each is done one way, well.

  3. 03

    Operating model redesign

    Structures, roles and decision rights redesigned around how the business needs to work now.

  4. 04

    Governance lean-up

    Forums, approvals and reporting cut back to the ones that improve decisions.

SYSTEMS AND COST

Fewer systems, lower cost to serve

  1. 01

    Application consolidation

    Duplicate applications identified, a target estate agreed, and systems consolidated and decommissioned in sequence.

  2. 02

    Portfolio rationalisation

    The change portfolio reordered around the work that delivers value soonest, with lower-value work stopped or resequenced.

  3. 03

    Cost-to-serve reduction

    The cost of serving each customer and product measured, and the savings case built and tracked.

  4. 04

    Migration and decommissioning

    Customers and accounts moved off the systems being retired, and those systems switched off for good.

DEFINE, ACTIVATE, SCALE

One framework, from the approved plan to a simpler business

How we deliver end to end →
  1. 01 · DEFINE

    Build the plan and the savings case

    The simplification plan and business case: target products, processes and systems, the savings case and the sequence, taken to the board.

    OUTCOME

    A board-approved plan, with the savings case and the sequence.

  2. 02 · ACTIVATE

    Deliver the first initiatives

    The first initiatives delivered, proving the savings and building confidence while the wider program mobilises.

    OUTCOME

    Savings proven by the first initiatives, with the wider program mobilised.

  3. 03 · SCALE

    Consolidate in waves

    Products, customers and systems consolidated in waves, with savings tracked until they are banked.

    OUTCOME

    A simpler business, with the savings tracked until they are banked.

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CASE STUDY

Simplifying a major Australian consumer bank

$300M+
FORECASTa year in forecast savings
193 to 45
THE APPROVED PLANproduct variants in the approved plan, with around 80 systems to be decommissioned
22 to 1
DELIVEREDelectronic verification systems already consolidated
Read the case study →
SERVICES INVOLVED

The services that carry a simplification

QUESTIONS

Common questions about simplification

A simplification program reduces the products, processes, systems and structures an organisation carries to the ones that create value. It lowers the cost to serve, speeds up change and reduces operational risk.

Map the current estate against the products and processes the business will keep, agree the target estate, and sequence consolidation around dependencies and value. Systems are retired only once customers, data and processes have moved safely off them.

Design the target product set around what customers value, map every existing product to it, and move customers with clear communication and no loss of features they rely on. Offering the best features across all brands helps customers see the change as an improvement.

Fewer products, systems and processes mean lower run costs, less duplicated change and lower operational risk. The savings case is built at the start, owned by named leaders and tracked until it is banked.

Reorder the portfolio around the work closest to delivering value, and move people to it. Work that waits stays on the plan with a new start date, so stopping becomes a decision about sequence.

Large programs run over several years, in waves, but the first results can come within months. Delivering early initiatives while the wider program mobilises builds confidence and funds momentum.

Read: Aligning technology with business strategy →
NEXT STEP5 MINUTES

Know where your program stands before the next dollar goes in.