UK transformation programme
We supported a client to provide critical programme support, successfully activating change initiatives and achieving early-stage milestones
Our client, a UK challenger bank, announced it would be acquired by a large African financial institution. Therefore they needed help to rapidly initiate and mobilise a combined integration programme as well as determine the change requirements and target state for the combined business.
The Integration Programme had two key objectives:For Day 2, PEN was asked to support the Integration Programme by leading the definition of the Day 2 Target Operating Model (TOM).
A key aspect of the challenge was defining the change required for Day 2 in parallel with the initiation of the programme and immobilisation of its workstreams.
Working with the Integration Programme Director, Steering Committee and Programme Working Group, our approach to the work was split into 4 phases over a 14 week period.
Each phase required close collaboration with both programme and business team members to enable completion within the timescales while maintaining high quality of outputs.
Using previous insights and industry best practice from other integration and TOM engagements, we developed a current state view of both businesses operating models to provide a baseline for change.
The Day 2 TOM was completed on time and provided the programme with a consolidated view of key information (such as impacts on capabilities, propositions, processes, business structures, people and technology) and was fully integrated into programme plans. The resulting documentation led to a number of outcomes:
As a result of the operating model work, we were asked to continue to support the programme including the development of ways of working and changes required to the governance framework.
Key to our success was our experience of delivering similar projects, having tools and techniques readily available, as well as bringing the energy, pace and pragmatism to gain consensus.