A top tier US bank was expanding the Process Excellence capability in their United Kingdom (UK) subsidiary. The Process Excellence culture had been widely established across the domains of the parent company, and recently gained significant traction in their Canadian subsidiary. The UK branch had made previous attempts to build a process-oriented culture through Business Process Management (BPM) certifications. Certification requires a candidate to attend 2 days of training on Six Sigma concepts and apply that knowledge on a current business process.
Contracting local UK consultants had been unsuccessful as they did not connect with the company’s unique culture and effectively deliver the in-house training material. Post-training survey results showed the contracted facilitators did not clearly explain the concepts or demonstrate the application to day-to-day work. This created a significant barrier to achieve buy-in at the performer-level, necessary for establishing a cultural change.