Projects
Design and bolstering of the implementation of a strategic plan in a financial institution in Peru
"The biggest challenge was to support the new Country Manager to generate fast results in the short-term, while at the same time leading profound transformations within the organization"
Challenge
In an expansive market context with high growth potential and differential capabilities, one of the main financial institutions in Peru is losing market share and presenting unsatisfactory results and ROE.
After several years of disappointing results, a new Country Manager was appointed to define the Bank's transformation roadmap to regain market share, rapidly improve results and strengthen transversal execution capabilities.
Solution
Our collaboration was structured in two phases:
  • During the first, we offered support to the Steering Committee in defining a strategic 4-year plan. We applied a hybrid bottom-up and top-down methodology and involved key members of the board of directors, as well as the global group, with the aim of delineating a pragmatic and action-oriented plan that ensuring rapid implementation to quickly achieve initial goals.

  • During the second phase, we guided and drove the network's commercial activity towards the highest impact opportunities to ensure fast results. In addition, we coordinated and offered support in the execution of transformation initiatives in the medium-term:

    • Definition of an agile methodology for the selection, prioritization and governance of projects, in accordance with the established strategy.

    • Creation of a transformation office reporting directly to the Country Manager to guarantee strategic vision and the transversal execution of the projects.

    • Launch of culture change and talent renewal programs at all levels to reinforce the quality of execution, developing entrepreneurship skills and leadership of innovation projects.
Benefits to the Organization
Through the project, it was possible to focus the organization on clear and tangible strategic priorities, reducing the pre-existing entropy and focusing on key challenges to transform the Bank. 60% of ongoing non-priority projects in the first quarter that were not aligned with the strategy were eliminated, guaranteeing the correct allocation of economic and talent resources in higher-potential projects.