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Implementing a lean transformation at the Baltic division of Swedbank

With the program’s management, further recruit and train the team that would drive the transformation
With the team, prepare the roll-out model and planning for the concrete initiatives developed with McKinsey support
Assist the team in implementing the change program in the mortgage, debit card, consumer finance and corporate lending area (10- 15 mln EUR savings ongoing)

6-2008: roll-out to mortgage and debit card area finalized; business teams executing ‘continuous improvement’ – in total 4.5 mln EUR realized
9-2008: roll-out to consumer finance and corporate lending area

Jan – Feb: develop roll-out model for ideas developed with McKinsey
- Understanding and describing standard working procedures (improvements)

- Mapping of the roll-out (how many and which branches, what initiatives, …)

- Developing various roll-out options – Aligning final model with Steering Committee
March: preparing the roll-out and the implementation team
- Preparing detailed supporting material for the roll-out (handbooks, training documents, communication documents, …)

- Mobilizing and training the implementation team (Operational Excellence experts and business responsibles)
Apr – Jun: implementing the changes in the branch network
- Executing general training sessions

- Providing on-site support to explain and coach new initiatives

- Follow-up
June –Aug: certification of the debit card / mortgage roll-out results
July – Dec: preparing and starting the roll out in consumer finance and corporate lending areas

Execute the changes in a coordinated way in the three Baltic countries (with a different culture) simultaneously
Build a completely new team to a sufficiently high level, so it can drive the roll-out
Maintaining focus on operational efficiency, while at the same time it was decided to fully change the organizational structure and operating model of the bank