The Brief
The client was a US bank. It had traditionally worked in regional teams where everyone knew one another and serviced local clients. However, the strategy was to move to a service line model. Local clients would still be served by local teams; however, the solutions would be provided by central groups of solution specialists. The new model avoided duplication of effort across the regions but required a significant shift in mindset and approach to networked working.
The Engagement
The engagement was to develop a programme of work to connect the new teams, shift mindsets and develop new ways of collaborating. This included:
- Design and deliver a series of service team workshops to:
- Build new relationships
- Surface and openly discuss the challenges and the opportunities
- Develop strategies to address challenges and capitalise on opportunities
- Develop and agree on collective ‘rules of engagement’ that defined the new way of working and roll these out across the business
- Advise on performance management processes and enable line managers to be effective in a matrix reporting environment
- Advise on remuneration considerations, particularly around incentivising the right behaviours.
The Outcome
This was a complex project, and, as expected, there was both enthusiasm and resistance amongst those involved. Over time, some blockers began to see the benefit and converted to enablers while others were unable or unwilling to adapt moved on. This allowed others who were more aligned, with fresh ideas and energy, to play a more prominent role and drive the change.
The implementation continues, however, with new systems and processes, supported by ongoing work around building relationships and the culture, good progress is being made and the change has critical momentum.
