A Global Bank was managing a large portfolio of disparate programs and projects. This case study highlights how Axis Corporate worked with the client.
If you are facing similar challenges or are interested in stimulating some ideas and support your business priorities to achieve the right business and customer outcomes, please get in touch with us.
Axis Corporate helps clients to deliver value through Regulation, Transformation and Innovation initiatives.
- A Global Bank was managing a large portfolio of disparate programs and projects;
- The Transformation budget was over-subscribed with increased demands for further change or scope-creep;
- The limited understanding of benefit realization at various stages in the portfolio;
- Strategic objectives for the client were clear but there was no “true” alignment involving the portfolio change.
HOW WE HELPED
- Established over-arching governance arrangements to ensure “value-added” change was being monitored
- Confirmation of strategic objectives and criteria to assess “critical” programs and projects – does the change support both strategic and business objectives with the right outcomes?”
- Developed a high-level business “blueprint” with measurable outcomes for external e.g. customers) and internal (e.g. staff) priorities;
- Recut the overall portfolio roadmap into delivery “themes” and recut plan into manageable tranches driving business benefit (e.g. collection of project phases producing benefits together at key stages;
- Determined business change that is “critical now” for this year and those that can be “deferred” to next year;
- Analyzed the forecast budgets for each project within the program, linking back to benefits and categorizing costs;
- Linked agreed spend back to change capability, i.e. IT development and delivery capacity, to understand ability to deliver in line with project timelines;
- Identified critical priorities and dependencies;
- Provided challenge to projects with clear scope or requirements’;
- Set-up ongoing monitoring and reporting.
- 300+ projects considered and realigned against business objectives;
- All critical change priorities accommodated with additional change being “deferred” to next year;
- $656 million budget remained the same but with more projects being delivered;
- Business has better grasp on assessing projects and deciding their value for customers and business alike.
Private Dinner with Clients and Peers
Media Appearance – Opportunities in Data Analytics across Financial Services.
Evolution and Revolution of the Financial Sector – Lessons from the Crisis with José Antonio Álvarez, CEO, Banco Santander
Evolution and Revolution of the Financial Sector – Lessons from the Crisis