NAB
NAB is embarking on a multi-year transformation to become a simpler, faster bank to rebuild trust and confidence in the community following the Royal Commission into Banking and Insurance. One of its key strategic priorities is to better align its organisational objectives to the work being delivered on the ground. Given the challenge of shifting a culture with over 150 years of history, I was charged as a senior change practitioner and cultural transformation expert to disrupt the status-quo and align others to supporting a customer and community-centric vision enacted through NAB’s considerable investment portfolio.
Our Contributions
Complex stakeholder identification and business impact assessments, to understand who would be involved in prioritising work using scaled agile frameworks (SAFe) to achieve maximum value across 150+ disparate and disjointed business units covering 5.5 million NAB customers.
Strategic communications and engagement, through a unified brand and strategic narrative to obtain buy-in and support for new ways of working that embrace both ‘doing’ agile and ‘being’ agile.
Business readiness and go-live support, including recognition that stakeholders needed to understand ‘the why’, in addition to the new systems, tools and structures to enable enterprise agility while still maintaining effective governance and delivery disciplines.
Achievements
Remediated a troubled program within 3-months, mitigating the risk of change fatigue by defining a cohesive, strategic narrative with a unifying vision for 40,000+ stakeholders, previously assessed as disempowered and disengaged.
Empowered cross-functional teams to increase Delivery Velocity (work throughput) by 50% in a single quarter, despite inheriting an initiative with historically low-maturity in achieving whole-of-business, cross-functional outcomes.
Navigated complexity and continuous change by coaching senior leaders (EGM/GM), business, and technology teams to build an end-to-end customer-value chain across a $1.6B investment slate.