SANTANDER UK
this whole big chunk of the transformation of a programme .”
Removing roadblocks to encourage project owners to deliver their own ideas and prioritising investments and resources while having the backing of the organisation are pushing new innovations over the finish line .
“ A result of that is that people have been led to participate in it – we ' ve trained them along the way to make sure that they understand what change and transformation means . For example , over the past couple of years , we ' ve been able to promote 27 % of the people involved in transformation , compared with promotions for the entire organisation , which stand at between 12 and 13 %.”
It ’ s a startling success story that has more than doubled the number of people involved in digital transformation , thereby maximising talent and innovation in that space . Through Change Management , staff are exposed to a wider view of their role within the bank , and this has expanded their appreciation of their impact across Santander UK . c an
A future that involves bank branches Another dramatic shift that has emerged as a result of Change Management is a growth in the keen understanding of the needs of customers .
Unlike other market-leading banks , Santander UK does not have plans to close all its high-street branches . Instead , the plan is to examine customer requirements , and respond to their demands , a concept that some may see as swimming against the tide in an increasingly digitised industry – but Narang is confident in the strategy .
He explains : “ Santander UK is the fifth largest bank in the country . We think of