Financial Services Organizational Culture Change

March 7, 2018

When a large U.S. financial services utility acquired a global software start-up as part of their new commercial strategy, we plotted a course towards wholesale culture change while standardizing processes and technology across 14 countries—all in a 12-month timeframe.

The solution:

  • Prioritized all integration-related activity to focus limited resources on what mattered most
  • Established and ran a PMO for 18 months, ensuring on-time delivery of 27 projects across 10 workstreams
  • Maintained a rolling 90-day communication plan, incorporating communications associated with broader benefits plan changes
  • Interviewed 15 executives and surveyed 230 officers to define priority cultural attributes, the expressions of those attributes required for success, and the current state
  • Developed a tactical action plan to shift the culture, incorporating “grass-roots” culture change to complement leadership direction

The result:

  • Board members and business leaders aligned on 12 priority cultural attributes and expressions
  • Culture change jump-started, including launch of a Culture Council and Culture Teams
  • HRIS, payroll, and benefits processes and technology were fully integrated within six months for US employees and within 12 months for non-US employees across 14 countries
  • $2.5M saved annually in benefits costs alone by accelerating the acquired workforce transition

“We were proud to hear our client express, “Your team has become an integral part of our extended family… great technical knowledge, outstanding project management skills, and professionally and personally a pleasure to work with. We are very pleased with the selection of Conduent HR Services to support this integration.””

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