The initiative to transform by a Financial Services provider who wanted to “go digital” had stalled in the face of internal resistance and lack of cultural change:
- Powerful leadership in different business units could not agree on a unified approach to and common principles for change.
- The businesses worried about forecasts estimating a 15% loss of market share.
- Cultural differences and varying technical capabilities undermined change efforts.
- Conflicting priorities wasted estimated £150,000 of management time in the previous 3 months.