Updated: Jan 30, 2022
Customer Value & Revenue |
Large Full Service Bank in the Middle East
Solution Owner: Retail Banking Head
Problem Solver: Head of Talent & Learning
Solution Implementer: Learning Academy Head
Duration: 12 Months
Retail banking transformation: gaps in branch network management capabilities to execute strategy
Branch network strategy, management and frontline sales roles and capabilities reviewed against retail banking strategy requirements.
Branch manager role prioritised with a certification focused on “able to perform the key activities and achieve results”
Strategizing: reviewed and analysed retail strategy to distil out people capability requirements for successful execution, organisational resource requirements to secure appropriate sponsorship, and enabler capabilities (e.g. Learning team) to embed the development needs as part of the engagement
Creating: designed “able to do and achieve” certification framework and defined multi-channel learning solutions to be sourced externally (with adaption) or developed in-house
Engaging: worked with primary co-creators (problem solver and solution implementer) to educate, influence and align executive sponsors and all stakeholders and brief external partners/vendors
Engaging: creating decks and communication assets to help co-creators get the necessary message across to key stakeholders. Running enabler workshops to get the teams to a level of understanding and skilfulness to implement the solution and manage the ongoing updates and maintenance
Supervising: outlining project workstreams and milestones, based on solution construct to aid project planning and management. Reviewing the submissions/deliverables from external partners/vendors for alignment to brief and suitability for agenda
Execution: developed a few working prototypes of solution concepts, digital and reimagined workshop experiences to aid both stakeholder understanding and build internal capabilities.
Delivered Efficiently: Solution launched within committed timelines and within the budget allocated
Quality: It was a novel approach not just to the team but to the region. Vendors were forced to up their game in order to be involved (many indicated it was the first time overall and for some, the first time this client). Learner’s reported value of the experience as significant and unique not just from the organisation but from the industry
Impact: Branch manager performance increased significantly in direct relationship to completed learning experiences (completion of learning experiences required demonstration of progress on-the-job supported by a coach)
The internal learning team is fully equipped to run the program, and update the program (they are still running it now).
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