Change and Transformation in the Private Sector
The large-scale transformation of the organisational structure, culture and ways of working of more than 8,000 employees enabled a UK Tier 1 retail bank to become more customer focused, provide innovative products and services more quickly and deliver a seamless customer experience.
One of the UK’s top retail banks found itself under growing pressure as new digital-only challenger banks battled to win customers with new products and services along with a seamless customer experience. The market share of digital-only banks surged from 24% in 2023 to 36% in 2024 and they continue to make inroads. Recognising this challenging competitive landscape, in 2024 this retail bank embarked on an ambitious plan to transform the way it worked. The bank realised that it needed to pivot its teams to become more customer focused to provide innovative products and services as well as an outstanding customer experience.
Partnering with Capgemini Invent, the bank set out to put customers at the heart of all it does. The new mantra for branch tellers and back-office IT specialists alike: make the customer journey easier, faster and safer. In parallel, the bank transformed how it achieves change, enabling staff to develop and implement better customer services, more quickly.
A successful outcome also needed a new culture and mindset. All staff, no matter their role or length of service, had to learn to put the customer first. The sheer scale of this programme, which touched over 8,000 employees, was a challenge. Capgemini Invent reshaped and optimised organisational structures, set up cross-functional teams, created new roles and responsibilities for some employees and set up communications channels to give stakeholders a voice and a shared vision.
Capgemini Invent defined how the new teams would work together, breaking down silos. To achieve buy-in and trust, Capgemini Invent worked alongside staff to ensure the transformation brought long-lasting value for all stakeholders.
Capgemini Invents’s approach focused on three key areas: structuring involvement, changing mindsets and embedding lasting change. Initially the focus was on breaking down silos and forming cross-functional teams centred on customer journeys, which improved motivation and communication. Capgemini Invent collaborated with central transformation teams to ensure clear roles and responsibilities, provided learning pathways and coaches for new roles and used a ‘teach don’t tell’ approach with pilot teams to shift mindsets. To embed lasting change, Capgemini Invent co-led workstreams with bank leaders, developed comprehensive training and ensured consistent support and communication to embed the new ways of working. This approach empowered the bank’s own leaders to steer the transformation and Capgemini Invent supported them, ensuring that leaders could talk about the new ways of working and customer focus in a consistent way.
Today staff at the bank have received guidance and training for their new roles and responsibilities. The transformation led to the creation of 80 new cross-functional teams focused on the most important customer journeys. The teams are led by business journey owners who have overall accountability to drive improvements and closely track important metrics. Continuously measuring the progress and how the new teams work together is reinforcing accountability. However, the improvement in time to market, increase in net promoter scores (NPS) and reduction of complaints has encouraged the bank’s teams to embrace the transformation and make it their own.
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