Case Study
Organizational Design and Change Management
Overview
Top 5 banking and financial services organization with 4,400 offices in established and emerging markets operating in 71 countries around the world serving 46 million customers through four Global Businesses: Retail Banking and Wealth Management; Commercial Banking; Global Banking and Markets; Global Private Banking.
Problem
- Publicly announced 3-year cost reduction initiative not delivering results
- Legacy culture violated global banking laws resulting in fines and a bank “monitor”
- Legacy systems were slow to change in leveraging new business & technology tools to address customer opportunities, regulatory needs and risk considerations
- Organization structure encouraged leaders to build shadow organizations, deprioritize globally required changes and focus on local customers only
- No single view of a customer inhibited risk, fraud, and audit activities and minimized customer engagement and support opportunities
Action
- Drove organizational design and change management (OCM) as the Global Business Transformation Architect & Program Leader for the Big Data & Analytics Transformation
- Ran program and business architecture to address global data services organization
- Created new Data & Information Management Services Organization Model
- Assessed thousands of employees and performed 400+ surveys as input to OCM
Outcome
- Created organizational transformation plans in 6 largest markets representing over $100 billion in revenue
- Designed organization structure, engaged with HR to build job descriptions
- Collaborated with all cross functional groups to create the organization’s services
- Identified a 20% savings in employee operating costs above target as part of the transformation assessment and survey work coupled with the new service model
- Helped executives continually assess project value using ROI, IRR and Payback
- Documented customer journeys and identified business architecture and technical architecture gaps and interdependencies for entire global program
- Identified over 20 gaps with assessed impact of $3.5 billion in global program and project risk
- Proposed customer journey changes to simplify customer risk and approval processes while improving accuracy and duration of processes