TRANSFORMATION

A long-term engagement to deliver deep and complex change into a large financial institution posed significant challenges.

The problem

“How can we best structure our transformation?” was the opening question which led to a long-term engagement driving deep and complex change into one of Australia’s largest financial institutions.

Our solution

We embedded a VF Director into a key executive role that partnered with Technology and Operations to redesign and implement a new operating model and new capabilities into the division to drive greater speed, adaptability and responsiveness to meet changing industry and market.
blurry vision of city streets
agile team working

The process

Embedded yet independent, we worked over a 2 year engagement period with executive leaders and other consulting firms to design and deliver:
  • Vital elements of a new operating model
  • Capabilities in cognitive technology & automation, industry partnerships and agile practices across the organisation
  • Changes to the operating culture
  • A strategy to ready the organisation for the future of work
  • An entirely new approach to managing change and enabling adoption of transformative change

The outcome

The operating model changes are in and people have embraced agility, automation and working with strategic partners, with a corresponding lift in employee engagement score and success metrics.