Restoring flow across investment operations in Kuwait

The challenge

Unpredictable demand created 14-day transaction backlogs and consumed 40% of capacity through expedited work.

The Ventiora response

Kanban was introduced across 12 value streams with work-in-progress limits, pull-based management and explicit service classes.

Adapting this engagement for Kuwait

• We would map each pilot against applicable Capital Markets Authority requirements and, for banking operations, Central Bank of Kuwait requirements, retaining segregation of duties, approval controls and audit evidence within explicit workflow policies.
• Service classes would distinguish settlement-critical instructions, corporate actions and routine reconciliations, with pull policies reflecting Boursa Kuwait and Kuwait Clearing Company processes where relevant. Capacity planning would account for local trading calendars and international counterparty deadlines.
• Applied labs and coaching would equip mid-level managers to manage queues and escalation, using Arabic and English materials where needed. Capability transfer would support Kuwaiti talent development while drawing on experienced expatriate specialists and internal communities of practice.

Local factors to plan for

Regulatory scope depends on the entity and activity: Kuwait’s Capital Markets Authority framework under Law No. 7 of 2010 and its Executive Bylaws is central to licensed securities activities, while banks also face Central Bank of Kuwait supervision. Workflow changes must preserve applicable anti-money laundering controls under Law No. 106 of 2013. Islamic investment products require relevant Sharia governance checkpoints. Kuwaitisation obligations and mixed-nationality teams make documented procedures, bilingual terminology where useful and internal coaching important for sustainable ownership.