Transforming banks into high-performance organizations is a crucial topic. Hence, many projects are dedicated to raising banks’ operational excellence. However, these projects often face a number of deficits: missing alignment with the corporate strategy, lack of process-based thinking, and blurry links to the bank’s information systems. What is even worse is that the needs of the customers, which
should be the starting point of any initiative, are only rarely taken into account. As a result, the hoped-for transformation becomes just another improvement effort. The great chance to restructure the bank in a more innovative way has been relinquished. The root cause is the absence of a methodology that comprises all relevant aspects and is understood and supported by the bank’s management. This article showcases how the methodological approach of Business Engineering (BE) can help in inventing or reinventing a bank. The consequence of deploying this methodology is not only a process-centered but also a customer-centered organization. Traveling on this journey results in a string of (often surprising) opportunities
for innovation. Furthermore, the BE approach forces the bank to challenge and eventually change even its business model.