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Introduction
In a highly competitive global environment, companies need to set well defined operation objectives and plans to successfully compete in both domestic and global markers. Regulatory challenges in recent years have only highlighted the need for banking sector to adjust their traditional operating models to position themselves to absorb both future economic shocks and rapid technological change.
Various processes within financial service companies in regards to operations have to be enhanced and quality maintained to facilitate a stronger risk management framework , cost performance, profit and revenue maximization and so on. These parameters need to attain a trade-off for maintaining competitive edge and to reach organizational goals.
This report reviews the linkage between  strategy and increased operational performance as it relates to the financial services industry particularly focusing the challenges facing the industry over the next 5 years.
Strategies such as capacity strategy, Lean business process, Total Quality Management, Purchasing and supply strategy, process technology strategy, improvement strategy, product and service development for formulation and implementation in financial service industry has also been discussed (Fitzsimmons, 2013).    
Analysis
The Financial services industry revenue domestically is forecast to decline 1.2% on an annualized basis over the next 5 years (IBIS, April 16) as a consequence of a low rate environment putting pressure on growth as the demand for credit stalled.
 It is against this backdrop that the role of operational management within a strategic context has become paramount for organisations, in essence as described in (Corbert, 2006) the environment  is operations given that processes use resources as insputs, generate goods and services as outputs (and wastes) , and that managing processes is critical for business success

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