Case study

Simplifying and accelerating a major banking transformation

Lead partnerAl Catto

Following a period of regulatory remediation, our client – a leading European bank – had launched an ambitious transformation programme aimed at reshaping its personal banking business. Spanning over twenty separate workstreams, the programme set out to deliver a digital-first customer experience, improved operational efficiency, and increased high-value customer sales over several years.

Industry segment
European Bank
Function
Programme Management
Core capabilities
PMO / Programme Management

Key outcomes delivered

An overwhelmingly complex programme was translated into a clear, actionable strategic plan that re-focused stakeholders at all levels.

Before joining the project, the workstreams were assessed as ‘immature’, with no clear objectives, key results, plans or outcomes. Those initially rated ‘low maturity’ progressed to over two-thirds ‘high maturity’, with no workstreams remaining at ‘low maturity’ by the end of the project.

Around 300–400 milestones were plotted across seven prioritised workstreams, vastly improving delivery discipline.

A comprehensive execution framework was established, covering reporting mechanisms, governance structures, and RAID management.

Six internal staff were trained by BeyondFS to ensure effective delivery of the programme going forward

Results

Programme management

0 /3

of workstreams rated ‘high maturity’ (up from a predominantly ‘low maturity’ baseline)

Delivery

0 -70

milestones plotted per workstream, improving delivery discipline

Training

internal staff trained by BeyondFS on programme delivery

Challenge

Strategy overload led to analysis paralysis

But despite clear intent at the strategic level, teams were suffering from analysis paralysis, stuck in continuous planning cycles. An over-complex landscape, with over twenty separate workstreams, made the programme unwieldy and unfocused, and the staff assigned to deliver the workstreams were not experienced enough in delivery to properly tackle these issues.

As delivery had stalled, the internal programme management office (PMO) had grown too large and disconnected from activity on the ground. Reporting was inconsistent and there was no shared view of what success looked like. Leadership had limited visibility of progress and limited confidence that the transformation was on track.

With rising internal pressure and no clear delivery framework, the client faced a real risk of stagnation. Even though workstreams were in progress that had delivery goals in place within months, members of the internal team struggled to articulate what they were working towards, and how they would get there. BeyondFS was brought in to restore clarity, structure the programme for delivery and give critical workstreams the momentum they needed to move forward.

Approach

Structure, alignment and momentum

BeyondFS was engaged to bring order, structure and momentum to seven of the bank’s highest-priority workstreams, using our tried-and-tested delivery approach – a methodology honed through years of complex programme experience. Having already demonstrated our impact on a multi-year Financial Crime programme, the client was keen to draw on our expertise for this broader transformation effort.
Using the delivery methodology we have applied across numerous complex change programmes, we began by developing a comprehensive maturity assessment framework to pinpoint where progress had stalled and where greater clarity was needed to unlock delivery.
We structured delivery using a layered transformation framework, translating strategic goals into executable portfolios, programmes and projects. Applying our expertise, our focus centred on maturing the two most operationally critical layers: portfolio and programme delivery.
Our team introduced a standardised approach to programme planning, building detailed 18-month milestone roadmaps for each priority workstream. We worked side-by-side with internal teams to establish governance and reporting structures, define OKRs (Objectives and Key Results) and to ensure every initiative was aligned to the bank’s strategic objectives.
An eight-week transition period was put in place to support teams as they moved from planning to execution. During this phase, we made sure our new ways of working were properly embedded, addressing delivery blockers and creating the operating rhythm needed to sustain progress.

Outcome

Tangible progress and sustainable delivery

In just a few months, BeyondFS helped shift the programme from analysis paralysis to active delivery. Three of the bank’s most important workstreams successfully moved into execution, supported by clear milestone plans and established governance.

To align stakeholders at all levels, we simplified the programme into a clear, concise three-page roadmap that captured the full scope across four strategic delivery enablers. This document created clarity, becoming a key reference point for senior leadership and a unifying communication tool for the wider organisation.

Workstream maturity improved significantly: over two-thirds were assessed as ‘high maturity’ by the end of the engagement, and none remained in the ‘low’ category. Each of the workstreams had clear objectives, linked to the strategy, with key results, KPIs and assigned owners mapped against each objective. Planning discipline increased dramatically, expanding from just a handful of milestones for each workstream to around 60-70 per workstream, creating greater accountability and control.

Based on our recommendations, the client reduced the overall number of workstreams significantly, sharpening delivery focus and reallocating resources to the highest-impact areas.

To build lasting capability, we trained six internal staff in our delivery methodology, ensuring our client could take ownership of delivery and continue applying the approach across other parts of the business. With structure in place and internal capability embedded, our client was well-positioned to deliver on its long-term strategy and respond with confidence to future demands.

Our methodology has since been adopted by other business units, and we have secured follow-on work through strong internal stakeholder advocacy.

Our client continues to deliver against their roadmap, proving that, with the right structure, even the most complex transformations can be brought under control.