Making fundamental changes in how business is conducted in order to help anticipate and cope with shifts in both the internal and external market environments
CASE STUDY
The organisation:
Large PLC, 4,000 employees, circa 300 Branches. Following global financial crisis, urgent need to review the Retail Model.
Key Actions:
- Data Analysis – customer base, customer segments, geo-spatial reach, profitability, costs, business processes and transactions being executed, services offered, management structures and organisational configuration
- External market scanning
- Intensive engagement with Retail Bank Management Team, and the breadth of functions within the organisation
- Critical and extensive engagement with broad spectrum of stakeholders, including Government, Unions, Strategic Partners and Group Media Relations
- Workshops and presentations to almost 4,000 frontline staff
Key Outcomes:
- Total redesign of Retail Offering – in respect of services offered, branch model types, organisation and management structures
- Reduction of over 70% in level of manual transactions being
- 30% reduction in number of branches, circa 800 headcount reduction and multi-million euro p.a. cost savings achieved
