SANTANDER UK
“ Because they were leading those projects , they got intimately involved in this whole big chunk of the transformation of a programme ”
JAS NARANG CTO , SANTANDER UK derivative B or product C . The bulk of retail bank business is mortgages . And the reality is that when the times are tough , customers think about paying off their mortgage before a credit card or a personal loan – or any other type of borrowing . Everybody wants to protect their house first as a natural human behaviour .”
Customers deserve a flexible approach in hard times A responsibility towards helping customers through difficult times is a priority for Santander UK . In this , personalisation is key , because economic instability requires a flexible outlook .
“ You can ' t have a cookie-cutter approach because people deserve better . I always say , “ You can stack them high and sell them cheap ." Customers don ' t go for that any longer . That used to be the case 10 years or 15 years back , but not any more .” His own experience as a consumer influences his take on how products and services should be managed . “ I want to feel I am wanted by the bank . You ' re personalising stuff for me that is tailored to my needs here and now .”
Ultimately Change Management has contributed extensively to Santander UK ’ s agile customer experience .
Narang adds : “ 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 or other organisations .”