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Major Australian bank
This case study shows how the PEP principles can be applied to a range of issues in an organisation, in a tailored way, to help it meet its strategic targets. This is an outstanding example of PEP as an enabler of other initiatives.
Background
Our client is one of Australia and New Zealand’s biggest banks. Banking is an extremely competitive and changing market. Our client aims to beat their competitors by breaking away from the traditional bank culture. The client wants a high performing culture and a sustainable competitive advantage that benefits its people, customers, shareholders and the communities in which it operates.
What was happening?
The two key concerns identified by the bank, in the context of this consultancy, were that each bank business unit had their own approach to achieving the new and required performance standards and accelerating cultural change, and over the years various regulatory changes had dramatically increased demands on people’s time.
What were the client’s concerns?
The bank had a number of concerns, among the most significant:
- one business unit identified leadership as an underdeveloped key competency across the senior to middle management of the 2000 people strong team
- a national sales team was going to roll out new sales training, which would require a change of focus and create additional work for the team, particularly in the early stages, and
- a new managing director was appointed for one of the bank’s high worth business units resulting in the organization needing to be restructured and new direct reports employed.
Our approach
PEP was chosen to provide managers with a focus, and the time and opportunity to become leaders. PEP was also added to the roll-out of sales training to ensure that the sales training was successful.
We used execPEP to focus the new executive team on achieving business objectives. PEP was used to ensure the objectives were executed by teams below the executive level. We conducted execPEP for executives at the managing director level and some key reports in a number of business units.
Additionally, we introduced PEP as a three-day program addressing appropriate aspects of efficiency, effectiveness and team interaction and PEP incorporating ePEP as a fourth day to ensure more effective use of Outlook.
We also tailored PEP to address the variety of bank teams working in branches across Australia. When working with these teams we varied our approach to ensure that the training and coaching sessions were organised so that the benefits were the same as for those who work in teams located at a single site.
Our results
In responding to the post-PEP survey, the organisation’s senior managers wrote that the most important benefits they noticed as a result of the PEP program were:
- Clearer planning of activities. Greater awareness of commitments. Question the task/meeting more often.
- Organising time more efficiently. Allocating “my time” in the diary. Deciding what to do with emails (less procrastination).
- More efficient use of my time and my team’s time. Tidier, more flowing workspace. I’m Doing it Now.
- Day-to-day operations are more structured, allowing me to work more effectively and efficiently
- Better consistent organisation f paper, electronic and Outlook documents/messages = quicker access to info. Removing clutter. Better informed about impacts to schedules when changes occur.
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