Scaling from CRM optimization to culture transformation

Starting point

The account management ara from Enterprise banking relies on a CRM tool to manage customer relationships over time and tailor financial solutions to the different user segments. After conducting a handful of product optimization projects and identifying a common pattern around ways of working, leadership, and service model, we scaled-through strategic research- the CRM solutions to support a culture transformation initiative redefining the way the Account Management area operated.

Building the research foundations and scaling the practice for strategic impact, spanning from product optimization all the way to culture transformation in Enterprise banking to best support the Account Management network.

Approach

After conducting strategic research for new feature and service design, we found an even deeper problem: the need to reframe the Account Management leadership model to best fit the team needs to best support end-customers. So, we proposed a culture transformation plan with the new leadership guidelines and roadmap for implementation and further evaluation.

The proposal was prioritized by the Enterprise Leadership Team and we were granted with an internal impact award.

Impact

After the implementation and first evaluation rounds of the new leadership model, the bank created a new channel ("Canal Gestor") for the Account Management team, scaling its capability and impact by providing a more robust structure, tolling, processes, and with a leadership that acts as an enabler for the account management network instead of only focusing on chasing results. We were able to help BBVA Enterprise to shift from a utilitarian, transactional model into a relationship-based model.