Steering a bank’s core platform renewal.

Client context

The business context.

A savings bank launched a major renewal of its core banking platform alongside a change in data-center sourcing. The program brought together the bank’s own teams and external delivery providers, with significant development work and a multiyear implementation horizon.

The leadership team needed a reliable way to assess the plan, coordinate suppliers and manage scope, rollout choices and expenditure. Delivery governance had to work both at executive level and within the teams responsible for implementation.

The work

How the engagement was delivered.

• Define how the program would be governed

  Established management responsibilities, steering forums, planning processes and reporting tools across the program’s decision levels.

• Connect planning to executive decisions

  Detailed the implementation activities and supported decisions on scope, rollout strategy and organization, including assessment of the plan’s feasibility and risks.

• Maintain supplier and budget oversight

  Coordinated the main implementation providers, managed contractual dependencies and monitored the project budget alongside delivery progress.

What changed

A common basis for decisions and delivery control.

The engagement established a management structure spanning the program’s executive and delivery levels. Defined processes for risks, issues, contracts and spending gave leadership a more consistent basis for intervention throughout the transformation.