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Case Study

Organizational Design and Change Management


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.

Top 5 banking and financial services organization
  • 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
  • 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
  • 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