Redesigning a bank around customer outcomes
Major retail bank · New Zealand
- Service Design
- Organisational Transformation
- Operating Model
The ask
How might we redesign the organisation around customer outcomes rather than traditional organisational structures?
The challenge
Why this problem mattered
Context to come — the situation the organisation was in, what was at stake and why the problem was worth solving.
What I discovered
The human insight
Key insight to come — the behavioural or human truth that reframed how the team understood the problem.
What I did
I worked as part of a major enterprise transformation affecting around 80% of the organisation, leading the employee experience of the transition and using service design to translate the future operating model into practical team structures, workflows and ways of working.
Further detail to come — my role, how the work ran and the decisions it shaped.
Methods
- Operating Model Design
- Journey Mapping
- Co-design
- Facilitation
The impact
Supported the transition of around 80% of the organisation into the new customer-led, agile operating model.