Cases of Impact: Financial Services

  • A Swiss bank joins regional managers in a new strategy process for private banking, developing new processes of selling and relating to customers and redefining service packages, focusing on sustainable segments. The new focus leads to a position in attractive, formerly untargeted segments.
  • An Austrian retail bank, in a fundamental strategy process, decides not to acquire banks in Slovenia, but to build a new institute from scratch, starting with four employees and crossborder business. According to a strategic plan and focused initiatives a new retail player in Slovenia is built up with cost advantages based on ideally lean processes. A value in the three-figure million € range has been created.
  • The controlling department of a large retail insurer fundamentally overhauls the service portfolio, improving impact on processes of internal clients and users.  Significantly increased influence of the division leads to a development of decision quality.
  • A Swiss bank joins regional managers in a new strategy process for private banking, developing new processes of selling and relating to customers and redefining service packages, focusing on a sustainable segment. The new focus leads to a position in attractive, formerly untargeted segments.
  • A highly industrialized retail bank turns training in process management into alearning-on-the-job experience, using focused results projects. Co-workers uncover unexpected potential for improvement and realize this within their projects. An intended training becomes a significant value-adding improvement and learning procedure.
  • A retail bank develops a new type of sales-force-driven financial service provider in a reform country. All processes are built from scratch, involving the employees and consistently focused on the advantage of “lean” in terms of cost, speed and customer satisfaction. A highly advanced process model gains market share and profit position.
  • Two regionally adjacent savings banksdevelop new business areas together and develop core processes in joint teams. Trans-company business teams become the core of one integrated bank. A smooth integration creates new value, conflicts are settled proactively in the course of business.
  • Seven independent retail banks together develop a model for their credit processing. With this a cross-enterprise, shared governance process unfolds. An alliance has formed, with realized advantage and stable governance.
  • A savings bank wants to create a process map to identify areas for improvement. Instead, they immediately tackle the credit process, developing significant speed and cost advantage in a short time, using interconnected focus projects, involving employees in the improvement. Highly accelerated interaction with customers, new, highly efficient internal structure.
  • With a lean and focused management process, controllers of an insurance company tackle urgent challenges of the treasury processes. Based on the shared experience of solving problems of new functional areas, a permanent management process is formed
  • A retail bank reorients top-team meetings towards a consistent result perspective, submitting suggestions for business improvement as prepared by small teams of the participants. The culture of communication and sharing changes with the process, forming a shared understanding of the future business and allowing for overlapping of responsibilities for processes and results. New commitment of the whole team to ambitious results is created.
  • Deploying  systemic employee feedback and discussing data in a solution-focused, shared process, a savings bank sets its course towards a repositioning as a sales-driven organization The leadership team agrees on direction, the management levels buy into the new tasks.
  • A retail bank enters the market in Slovenia by building up a new institution from scratch. The strategic concept is based on extremely lean and fast business processes being developed step by step by newly hired, young co-workers, most of them without experience in the banking industry. The CEO arranges projects in such a way that, under his leadership, co-workers evolve processes with their own resources, with only a single consultant's support. The process model leads to the gaining of a sustainable market position in a densely occupied market. The leadership and governance model that evolve keeps the bank nimble and assures cost advantage.
  • The leadership team of a leading regional bank invigorates the sales personnel of its branches by setting new demands and opening new space for innovative ways. The task is to gain new business, while improving the service quality and image, as well as ensuring internal collaboration with central functions. Sales are up and engagement of all functions for success in sales has significantly increased.
  • The CIO of a national retail bank plans to fundamentally increase the impact of implementation projects by enhancing the effectiveness of project leadership. Instead of engaging in a classroom-based training program, existing customer projects are used to develop the leadership process and the collaboration with users. The lever is to focus the projects on clear and ambitious goals for performance and impact, and then have processes and team capabilities improved while following the goals. Dramatically shorter delivery time and improved customer satisfaction and feedback are realized.
  • Two retail banks jointly develop new business areas and together improve processes of sales and back-office. The CEOs of the partners build the foundation of a joint management dialogue vertically and horizontally. Overlapping teams of department and group heads, co-workers and work councils of both institutions build the planning and communication infrastructure. Projects to leverage synergies get the backing of both organizations. An integration manager oversees, supports and coordinates activities. The organizations merge gradually, while new business value is being created for both. Selected business processes, and practices are adopted as shared standards, enlarging the common ground.