Cultural Change Programme
The Situation
The Corporate credit card business of this credit card business had a poor digital experience for small and large businesses. To address this, and as a step to digitising the experience, a programme was established to examine all processes within the business, to map them, look for waste and opportunities for process automation and to ensure alignment of the process mapping with the development of the new systems.
The Task
Reporting to Managing Director of Transformation with a programme budget £2m. Establish the cultural change and gain buy-in from back-office business managers and contact centre team leaders. Acted as the interface to the IT development team to ensure requirements capture was accurate and realistic.
The Action / Approach
-Controlling costs and delivery without compromising quality
Management of a team of Accenture and Cognizant Project Managers and Process Consultants. Transformed the Global Card Payments business as part of the major transformation ‘Go To Digital’ programme of the bank.
-Capability to demonstrate the benefits realised and ROI
Establish a cultural change programme for the senior management team.
-Increased insight from visibility of Portfolio Data
Establishing process champions and process owners and coaching Green Belts to drive cultural change to ensure efficiencies were maintained. Introduced award programme to gather ideas and defined reward for best ‘self-solve’ suggestions, used ideas generated to manage 131 process changes.
The Result
Value was delivered by;
-Able to Clearly Demonstrate Value to the Business –
Saved £1.6m p/a by optimising processes, right-shoring by restricting payment handling process, moving activities on-shore or off-shore and changing KPIs.
-Higher proportion of projects fit for purpose, on time and on budget
Pains relieved included;
-removed poor project/portfolio pipeline planning and estimation process
-removed lack of clarity or understanding on operational readiness requirements
-eliminated weak project prioritisation, approval, compliance and sponsorship
Left a legacy imprint by developing a balanced scorecard and establishing Champions steeped in the cultural change that had been rolled-out in all operational areas.
Focus In On: Responsible for Project and Programme Delivery
New Areas of Value:
Ability to clearly demonstrate value to the business
Greater acceptance of change – quicker to implement new changes
Higher proportion of projects fit for purpose, on time and on budget
Greater financial control and predictability in delivery
Better support of business directives
Improvements around:
Poor project/portfolio pipeline planning and estimation process
Lack of clarity or understanding on operational readiness requirements
Weak project prioritisation, approval, compliance and sponsorship
