Impact Study: Transformation Program Mobilization & Execution

Defining and executing a new playbook for transformation programs focused on outcomes, not outputs for a Fortune 500 Super-Regional Bank.

Client: Fortune 500 Super-Regional Bank
Industry: Financial Services
Sponsor: VP Colleague Technology
Locale: US

The Challenge

A major financial services firm realized their competitive value was being eroded because they neglected to invest in and protect their most important asset – their colleagues. But now armed with a colleague technology experience vision, the firm now needed to define its strategy and successfully execute this complex transformation program in an increasingly digital world.

Engagement Description

We defined, mobilized, and bootstrapped a transformation management office (TMO) for the newly defined college technology experience strategy. Delivering the complex program management disciplines necessary to ensure tangible outcomes for colleagues, measuring and managing progress to desired outcomes along the way.

Outcomes Delivered

Installed an OKR Framework for Driving Data-Informed Decisions.
Implemented an Objectives and Key Results (OKR) discipline into the daily workings of the teams from executive level down to the scrum teams, providing all with the transparency to manage and deliver outcomes.

Improved Colleague Experience Sentiment 4x.
Witnessed a significant decrease in service-desk calls and higher technology Net Promoter Scores (tNPS) in the first 6 months of the program.

Established a Governance Model for Colleague Experience Delivery.
The TMO developed an enhanced governance structure: roles, responsibilities, communications/messaging and cadences, issue escalation and continual improvement processes, and tracking/reporting mechanisms to ensure the cross functional work was coordinated and any issues/risks communicated early and often to stakeholders.

Agility to Face the Pandemic and Future Unknowns.
The program was able to leverage its new agile operating model to adjust – and even accelerate – its capability roadmap from 3 years to 9 months. Increasing digital collaboration and mobile computing, ensuring business continuity as the COVID-19 pandemic took hold.