This case study focuses on a Western European subsidiary of a large multinational banking and financial services corporation. While the subsidiary operates only in a medium-size European country, the parent organization is present in dozens of countries and serves millions of customers.
The subsidiary in question has managed to survive the financial crisis relatively unscathed, but still had certain performance issues including stagnant income numbers and even a slight dip in 2012.
As a result of these issues the senior management decided to analyze and prioritize their projects as well as to better align them with the company strategy for the next three to five years.
Considering its previous challenges the executive management team developed the following strategy:
- 50% of the future “simple” sales should be offered online in order to cut operating costs
- 100% of future simple services should be offered online, again, in order to cut the operating costs
- All of the products and services offered should be described using “easy language” in order to improve transparency and understanding
- All of the products and services introduced by the global headquarters should undergo product nationalization in order for them to conform to local laws and standards
- The bank wants to become a top employer in the country
The Scoring Model
The senior management team has agreed on the following scoring model for the company project proposals (see also Table 1):
- Strategic fit
- Technical project risk
- Customer impact (importance for customer)
- Employee impact (potential decrease in the headcount)
Points Awarded (Maximum possible 60)