Change and engagement strategy for a global financial services organisation

Our Approach

We approached this project by focusing on three core areas of work:

1. Mobilisation
   • Arranged a kick-off meeting and alignment sessions with the COO, Risk Function Transformation Lead and HRBP
   • Developed a high-level workplan and established key project check-ins
2. Diagnostic
   • Reviewed key documentation (including Regional Roadshow and Townhall communications, the new Group Risk Mandate, the risk function’s organisation structure etc.)
   • Prioritised the transformation workstreams that had a significant “people impact” and conducted change impact assessments to understand the impact and expected benefits of the change, including the implications in terms of change and engagement
   • Undertook three stakeholder analysis sessions to identify key internal and external stakeholders, and understand their requirements and preferred engagement channels. We also assessed stakeholder groups against the direct level of impact that the transformation has on them, as well as their influence on the success of implementing the change
   • Facilitated nine “Regional Sounding Boards” to understand how the risk function employees have experienced change in the past, and how they would like to be communicated to, and engaged with, in the future
3. Strategic Approach
   • Based on all the insights gathered as part of the diagnostic phase, we developed a Change and Engagement Strategic Approach (including a draft Change Narrative and four key pillars of successful change)
   • Facilitated 11 “Validation Sessions” with leaders to help shape and finalise the recommended approach