Reorganisation of a bank central services

Context

Our client is a regional branch of a French mutual bank. It offers banking and insurance services to professionals and individuals. The entity is fully autonomous and relies on the resources of central services. It has a recognised regional presence.

The challenge

As part of its strategic plan, the management wanted to review the organisation of its central services in order to respond even more effectively to new customer expectations and align with its priority objectives.

It found that the teams were working too much in silos, that tasks were too fragmented and sometimes duplicated, and that roles and responsibilities were not clear enough. The management culture also needs to be rethought.

The solution

The Spirit Advisors teams carried out a complete diagnosis of the organisation through interviews, questionnaires and field visits.

The study identified 3 areas for improvement :

• Setting up a workload and performance management system
• Optimising quality process
• Setting up an efficient organisation

The impact

We were able to map the entire structure, its activities, the management system and all the processes.

As a result, we were able to :

• build a workload plan based on over 30 workload plans
• review the fundamentals of the management system
• define a target central services organisation
• support management and the Works Council in preparing for its implementation

The approach consisted of 3 stages :

• build a methodology adapted to the maturity of the teams
• facilitate the development of managers’ skills
• support the implementation