Game changing for one of the world’s biggest banks
Our client, a leading global bank, found themselves confronted by the disruptive threat of fin tech and the increasing influence of big tech players in banking. They needed their leaders to take a step back from the day-to-day requirements of the business, become more strategic, and respond to the bigger picture. They needed this leadership team to be equipped with the skills and the vision necessary to respond to the digitisation of banking services, and to manage effective organisational change.
Deep diving into the business, we emerged with a clear view of the specific legacy issues hindering change within the bank. To counter these issues, we identified six critical transitions that would give the leadership team a shared ambition and a common language about the intended future direction. At the client’s request, we then developed a programme involving workshops, webinars, and peer coaching sessions. We brought the bank’s leadership team into close contact with people and ideas from outside the organisation. Workshops and webinars were used to introduce fresh skills and knowledge. Peer to peer coaching sessions helped to apply that learning to real work environments. A psychometric instrument was used throughout the process to help each individual leader create their own personal roadmap to change.
The programme was piloted in the UK, then rolled out in the US, India, and SE Asia. Five cohorts, each of around 100 participants, took part. Programme, participants were required to report back on impacts made in their own parts of the organisation, by sharing success stories to their peer coaching groups.
Impact was measured through net promoter scores from participants which was more than 60 for all interventions.
This worked deliver a major cultural shift in leadership across the bank.
“I have actually taken on a risk based role at the request of my Managing Director which I would never have done pre-programme…”