Global Bank Must Align Business Units Around Corporate IT Strategy
One of the world’s largest banking and financial services organizations grew rapidly through an ambitious acquisition strategy. Their international network developed to over 9,500 offices in 86 countries in a matter of a few years. One of their major challenges was to convince the CEO’s of these disparate operating units to accept and implement the corporate Information Technology platform.
This task was the responsibility of 200 Relationship Managers (RM’s) reporting to the office of the Chief Information Officer. The RM’s are responsible for managing relationship between corporate IT and the operating units around the world. In such a large, decentralized global firm, they need to build relationships to influence the different business units around the world in order to drive quality and consistency across the IT platform. Dealing with high-powered, diverse senior executives who in some cases were reluctant to change was a tall order for many relationship managers. They needed to become a trusted solution provider to the CEO’s.
The Ariel Solution
The Ariel Group, in partnership with a leading Executive Education organization custom designed a leadership program that helped the RM’s improve their listening and relationship building skills. Developing each RM’s unique and authentic ability to not only connect with the internal leader but position the IT solution in a way the motivated them to partner with corporate. Because of this internal alignment, quality increased and the partnership between corporate and operating units grew stronger.
Results
The program received excellent level 1 evaluations. As one participant put it, “I am now better able to build relationship based on understanding. I will get closer to their business and listen for the customer’s needs”. The client reported immediate and effective application of the skills in the workplace. Relationship Managers were able to come to the table with CEO’s as credible business partners and trusted advisors. They reported a greater ability to listen, identify issues and present proactive strategic solutions. Their CEO clients reported improvements in relationships due to the RM’s increased flexibility and responsiveness in high stress situations.
