Context
A major bank in Tatarstan and its related businesses. An initial phygital branch concept was expanded into a comprehensive transformation of the bank and group.
Objective
Deliver an end-to-end business transformation: align the strategic vision and change the business model across all key areas, from front office to back office.
Role
Lead of the bank and group’s comprehensive transformation; worked with shareholders, the board and management.
Approach
- Full diagnostic assessment and alignment on a five-year vision and roadmap.
- Eight transformation areas and four functional strategies.
- A new phygital concept covering digital channels, paperless processes and the operating model.
- Launch of a strategic initiative portfolio.
- The roadmap was connected to annual planning and a quarterly backlog.
- The Tatarstan Resident Card was a transformation workstream led directly by a project manager.
Outcome
A total of 77 projects were launched and a strategic vision for the bank and group was established. The programme was accompanied by increases in profitability per customer, products per customer and sales volumes.
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