A multinational bank wanted help aligning management practices and strategies between head office and associated branches. In particular, our client wanted to shift the perception of shared services, such as audit and human resources departments, from being “head office policing forces” to being internal consultants positioned to respond to the needs of their branches. Second, they wanted to distribute the knowledge centralized in the head office to people in the branches. In response, after a period of consulting to develop clarity around goals, Effiqual offered a training series focused on transformational change and distributive management systems and practices. Following our work together, the bank succeeded in the realignment of responsibilities, authority and accountability.

Reflecting our key belief that if you want people to be more accountable and responsible, they need to know more about how the entire organization operates, we followed up on our initial training sessions with extensive knowledge transfer activities to ensure that everyone who had to execute new work actually had the skills to deal with new responsibilities. As a result of our partnership, within a year the bank enjoyed much greater ownership of responsibilities from employees and greater efficiency and communication with and between branches.