Retail Banking Large Scale Program Transformation

A Tier One Canadian bank was in the midst of a $35M capital program to replace their ABM processing platform.  At the time of this engagement, structural changes to the program were required for three reasons: 1.) A recent implementation indicated that process ownership needed to be embedded in the business, versus residing with the program team.  2.) The program had moved from the pilot phase into a broader roll-out phase with more frequent, geographically diverse implementations. 3.) The Program Manager was retiring.

Retail Banking Large Scale Program Transformation

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