Context:
Two market-leading companies in the Fintech industry, growing exponentially, decided to join together to accelerate growth in a digital transformation process, experiencing the vision of a people-centred experience for their clients and collaborators.
Challenges:
Understand the current situation of both companies, what is the best that each one has to offer, both from the technology point of view, experience, processes and people, and then identify the new models to follow and implement in the new organization and culture.
Approach and implementation:
Considering stages of Design Thinking, Systems Thinking, Lean, and human-centred design, the initial, breakout, follow-up and future phases were defined.
From the processes perspective, an initial scope was defined to carry out an analysis and definition of the core processes, to map the “as-is” of each company, and then begin designing the “to-be”; based on the analysis phase, propose improvements in the design phase.
From the technology point of view, it was decided to work as a team in the IT area from the beginning so that they could have a complete visualization of the differences between both companies and propose recommendations and analysis in a practical, agile and effective way in a first stage; collaborating in the definition of an implementation roadmap.
From the people's point of view, provide support and actively listen to each member of the organization, sometimes acting from the role of Coach at an individual and team level, serving as a link in critical communications transparently.
It was decided to carry out an analysis and implementation phase at strategic, leadership, and operational levels. As progress was made towards other areas of involvement, the scope was expanded and modified, including equipment, technology, and processes.
Solutions and benefits:
1. Future Processes designed:
Standardization of the main processes at their critical moments, identifying technology to be used and handovers between different roles and departments through BPMN 2.0 standards.
Permeability of the client-collaborator relationship to customize each interaction according to the new processes.
Language standardisation, achieving consensus from all those involved in the design, and subsequently documenting it to communicate it transparently to the entire new organization.
Good practices of each of the companies into each core process to then be used as the primary source of truth.
Creation, documentation, communication and awareness of SOPs complement each process.
Identification and implementation of simple automation in selected tasks.
Definition and identification of the different levels of processes with impact on the company's governance.
2. Improved Information Visibility and Collaboration:
Visualization of all process phases for all parties involved, both in documentation and technology.
Implementation of audit roles to provide support, reliability and security for both the client and the collaborators about the documentation that must be handled.
Simplify communication with the client and streamline steps throughout their journey.
Identification of cutting-edge technologies in the industry for subsequent analysis and adoption in the new organization.
3. Business strategy:
Risk identification at a strategic, leadership and operational level, as well as in processes.
Creation and implementation of the client's Customer Journey with the critical points to consider and opportunities for improvement.
Re-definition of one of the key processes to be the starting point of a new, more technologically advanced model.
Identification of KPIs for subsequent adjustment to each of the areas at a strategic and operational level based on the newly defined processes and strategies.
4. Mentoring and Coaching:
Monitor and provide initial training at individual and team levels on new processes, technology and changes to continue supporting the transformation process.
Support in internal communication with the different teams and implement an active listening from the coaching role for each of the members.
Focus on how each company's member feels and lives this new change, as well as on understanding and respecting their vision at a personal, team and organizational level.
Measurable results and ongoing benefits:
After more than three months of the initial phase of this change process, the results so far have been notable:
The efficiency of each of the processes increased by more than 90%, establishing clarity in what has to be done, and the times and reducing the most critical bottlenecks.
Extreme reduction of average delivery times from 2 weeks to 24 hours in key parts of the 3 processes.
Improvement in the quality of interactions between the different roles by 50%, knowing what each one has to do, increasing the visibility of the responsibilities of each role and impact within the same process and throughout the organization.
Design, consensus and implementation of the “happy path” for each of the processes, with identification of technology, areas, roles, times, and classification of tasks.
Linking strategy and execution with governance in a cross-functional design, to implement a systemic vision.
Automation and Connectivity:
Identification and implementation of 10 automation for each process, contributing to an 80% reduction in manual work.
New industry-leading technological platforms were identified to implement in the second phase of this change process to improve the core of the business and the human experience.
Cultural impact:
Flexible organizational culture, adaptable to new changes and seeking continuous improvement, incorporating feedback between different teams and consultants, as well as open to innovations. - Capability
Promote long-term and transparent relationships with clients, collaborators, partners and other involved parties, contributing to recommendations, loyalty and greater commitment to the company's purpose.
Contribution to quality spaces between different members of teams and areas to improve communication, connections and ecosystem.