Banking · Case study
Bringing two banks onto one technology platform.
A dedicated program office coordinated systems integration and data conversion after a bank acquisition.
Client context
The business context.
A retail bank serving affluent customers and family businesses acquired a private bank. The transaction required a full conversion of customer data and the availability of the acquired bank’s products within the target systems, while retaining distinct brands for selected customer segments.
The bank needed to coordinate integration alongside a wider growth agenda and planned replacement of front- and back-office systems. Management required a consistent view of progress, quality, budget and decisions across the delivery projects.
The work
How the engagement was delivered.
Build the program office
Established the project office and reporting approach, then refined the integrated plan around explicit delivery milestones.
Challenge progress and spending
Ran the office through integration, challenged investment requirements against their business cases, and surfaced delivery and quality issues for management action.
Transfer the management approach
Documented the planning and reporting methods and handed them over to the client for use in subsequent technology programs.
What changed
Integration completed to the agreed plan.
The integration was completed on time and within budget. The client retained a documented program-management approach and reporting tools for its next phase of system renewal. The engagement combined day-to-day coordination with direct intervention where project delivery required attention.
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