Global Technology Organisation of a Premier Investment Bank

COMPANY

2,700-member global technology organisation of a premier investment bank

CHALLENGE

A merger required the client to rationalise all systems and downsize significantly, while continuing to support a dynamic and challenging business environment. The IT organisation of 2,700 people was under pressure to reach new performance levels during a severe market downturn, which meant doing more with less. For the bank to achieve its objective, the CIO recognised his technology program had to standout in the industry, and in order to do so required a fundamental shift in the way the people worked.

WHY ABEAM?

Outstanding reputation and experience resolving the types of post-merger issues this client faced.

SOLUTION

Our approach involved four integrated initiatives:

• Creating a compelling vision of the future and a roadmap for its implementation – this included radically changing the traditional notions of what it means to be an excellent technology organisation and using the vision roadmap to identify 40 key projects across the organisation
• Developing and supporting the change leadership — from coaching the CIO and his management team to identifying key individuals to lead major initiatives and act as cultural architects of change
• Providing staff and management with the capabilities to work in new ways – including a program for 500 global VPs to align decision-making with corporate vision, build partnerships, and manage and develop staff
• Measuring and communicating progress and responding to change - including development and use of a “Balanced Business Scorecard” to measured progress toward performance targets

REAL BENEFITS

Over the program’s two year period, the client:

• Saved a minimum of £500 million in operational savings
• Witnessed the success of a major downsizing and outsourcing program
• Reported on – and continues to experience -- better commercial decision quality; economies of scale from less duplication of investment; better risk management through more frequent review; more efficient project execution (faster and to a higher quality); and retention of key staff at a period of major uncertainty