UK Financial Services Case Study
2 Min. Read
Building a Customer-Centric Culture
The Business Challenge
A new CEO joined the organization with a strategy to become “less bank more retailer” which would involve a significantly improved customer experience, a more sophisticated approach to customer segmentation including risk profiling and a refreshed product portfolio.
Our culture diagnostic found while colleagues had customers in their consciousness, they were not supported by customer-friendly systems and processes and were suffering from under-investment in tools to do the best job for customers. We also found innovation and change orientation was suppressed by a heavy hierarchy and a pattern of risk avoidance, caused by many years of top-down decision-making and playing it safe which had affected confidence to act.
Bottom Line
- Colleague-centricity and customer-centricity have now emerged as twin strengths of our client’s culture.
Outcomes Achieved
- 40% improvement in colleague perception of the bank’s level of Customer-Centricity.
- 81% of frontline colleagues favorable
- about the Colleague-Centricity of the bank’s culture.
- 82% improvement in colleagues perception of risk-taking and treating mistakes as learning.
- 62% improvement in how people spoke about colleague-leader relationships.
- 48% improvement in feelings of empowerment
Workstreams
- Target Culture Mapping.
- Culture Assessment (2019).
- Culture Blueprint and Culture Plan development.
- Capability Build (for P&C, transformation leads).
- Large scale culture activation events for all colleagues.
- 360 for all leaders.
- Leading By Example program for Top Team including 1:1 advisory, observation and team workshops.
- Group coaching and intact team sessions for Top 200.
- Mindset Modules for people managers, train the trainer and further self-facilitated culture workshops.
- Culture Assessment re-test (2021)
