Standing Up a Transformation Office for a 175-Year-Old Bank

Challenge

A regional bank needed to modernize services, reimagine delivery, and reshape culture—all while delivering competitive client experiences.

What We Did

  • Interviewed C-suite and business heads to map operating model gaps

  • Established an Enterprise Transformation Office (ETO) aligned with the bank’s vision

  • Designed the ETO org structure, governance, and opportunity lifecycle

  • Defined playbooks for ideation, prioritization, agile delivery, and success tracking

  • Rolled out a phased roadmap to embed transformation across the bank

Outcomes

  • ETO charter, operating model, and strategic pillars

  • Initiative lifecycle and governance structure

  • Measurable success criteria and transformation metrics

  • Prioritized initiatives aligned to business objectives