In support of an internal transformation initiative, a bank sought our assistance to perform a current state assessment and customer experience mapping of three primary areas: Commercial Loans, Personal Checking, and Loan Servicing. Spinnaker then worked to coordinate implementation of these recommendations and opportunities across the institution.
Provide a comprehensive review of various processes across multiple lines of business while capturing detailed, practical recommendations for the bank to implement that positively impact the customer experience.
Phase 1: Process Mapping and Recommendations
Spinnaker began this engagement by meeting with the client to better understand the organizational layout and identify subject matter experts for the Commercial, Retail, and Loan Servicing areas. These subject matter experts were interviewed to share their process flow firsthand as the owners of the work, including pain points in day-to-day operations. This led to the development of (1) process maps and (2) initial recommendations.
Results from the mapping were shared with subject matter expert teams to ensure that both the mapping and corresponding recommendations aligned to the organization’s resource and timing capabilities. Modifications were made to the maps and recommendations as needed to ensure practicality and buy in from the client. A final list of recommendations was developed for each of the three areas.
In addition to the recommendations, Spinnaker also identified larger projects that would require additional time/resources that the organization could consider for future prioritization. Throughout the project, progress and results were shared with leadership so the larger bank initiative remained in lockstep with the work on the ground.
Phase 2: Implementation
To assist with executing the program, Spinnaker continued to work alongside the client team to develop an approach to implement the final recommendations. Led by Spinnaker, the recommendations were reviewed by line of business working groups and differentiated by impact and time. An overall priority was assigned to each. Recommendations were grouped in such a way that they could be worked through in order of highest impact/lowest time allocation to lowest impact/highest time allocation. “Quick hits” were identified to allow process improvements to be implemented as quickly as possible.
An employee communication and recognition plan was implemented to support the work effort and tie the outcomes back out to the bank’s overarching initiative, ensuring that even when Spinnaker exited, the work effort would continue as a project integrated and owned by the client.