Context
A major privately owned universal bank. In 2015–2018, the transition from a product-led model to long-term customer relationships became a shared strategic priority for the management team.
Objective
Connect the bank’s strategy with changes to its business model, customer relationships and execution system.
Role
Co-lead of digital transformation; Chief Product Owner of the Strategy product; adviser to the Chairman of the Board of Directors.
Approach
- Transition to a long-term customer relationship model.
- Definition of strategic priorities and transformation initiatives.
- Alignment of business, products, technology and organisational change.
- Support for implementation alongside the management team.
Outcome
In the first 18 months, the active customer base grew by 162% in the mass corporate segment, 114% in mid-corporate banking and 45% in the affluent segment.
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