SANTANDER UK
“ I ' m very , very passionate about the Change Management aspect and the involvement of people . That ’ s the cornerstone that differentiates us from other banks and organisations ”
JAS NARANG CTO ,
SANTANDER UK
Workforce agility in full effect The radical transformation of Santander UK ’ s internal structure began in 2020 , involving 250 small to medium-sized initiatives . This makes the structure much more resilient compared with one that relies on the more usual model of , say , 10 initiatives . The idea is that the company is neither top-heavy nor bottom-heavy , but instead operates with a small , central team , surrounded by many flexible , interoperable teams . Narang explains : “ We ' ve got a very light central team , but the involvement of a fair few hundred people across the organisation at various levels – from the front-end , customer-facing colleagues through to the C-suite . It ' s about cutting across the organisation and making sure that we involve as many people as possible and generate as many ideas as possible across the organisation , reimagining those processes and customer journeys .”
The benefits of such a radical approach are already evident , with faster implementation of ideas among many more innovative plans being generated across the organisation .
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