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02
Value creation
Our strategy review is a
continuous process to ensure
that our strategy is relevant and
fit for our dynamic operating
environment.
The objectives of the new operating model
Our new operating model design principles address our
operating structure, accountability, governance, and our way
of working, and enabled by the right mix of people, processes
and technology. The new operating model aims to achieve the
following objectives:
Profit
accountability
To improve
accountability
for business
performance
and service
delivery. This
clarified line of
accountability
will enhance
transparency
and
improve the
performance of
each business
unit
Creating
customer
boundaries
for each
business unit
will improve
customer
centricity and
enhance our
competitive
advantage
Commercial
focus
Enable
business units
to focus on
the relevant
cost and
capital drivers
to extract
efficiencies
Cost/capital
efficiency
The operating
model must
promote
regulatory
compliance
Regulatory
compliance
Enhance
flexibility to
support any
future mergers,
acquisitions
and
partnerships
Strategic
flexibility
Increase value
creation for
shareholders
Value
The journey
We achieved functional separation of our various businesses and integrated BCX. The focus going forward is on
deeper operational separation. The timeline below sets out the milestones achieved and targets in this journey.
Achieve functional
separation with
the launch of three
business units
Create a platform to unleash
full potential
> Created
three business
units
(Openserve, Consumer
and Enterprise, which
subsequently integrated with
BCX) with
greater autonomy
> Implemented a
lean and
effective centre
playing a
command and control role
>
Clearly defined centre/
business unit processes
and
ways of working (trading
model)
> Developed a clear plan to
address
capability gap
Improve functional
separation and
BCX integration
Leverage platform to
reinforce core
> Business units became
semi-
autonomous
with the centre
as the strategic architect
> Optimised the centre/
business unit
processes and
ways of working
>
Launched
open-access
products
> Closed
capability gap
> Defined and launched the
business unit to business
unit trading model
Full
operational
separation
Create context for
unlocking and optimising
value
> Centre to play an
active
role in unlocking and
optimising value
>
Diversify
ownership of group
> Expand into
new business
lines
through new business
development, and mergers
and acquisitions
if appropriate
>
Process redesign work,
and
digitisation
FY2017 to
FY2021
FY2015 to
FY2018
FY2013 to
FY2016
Strategy
Our value-creation
strategy