I'm here to introduce Anne Bennett
who ran the very successful journeys program
at a major Australian bank.
We had four key objectives, firstly, to improve NPS,
secondly to decrease cost, thirdly to improve revenue,
and finally, to move to agile continuous delivery
and more frequent releases into the hands of our customers.
The overall impact was significant.
It was publicly reported and disclosed to the market.
We saw anywhere between a 10-30 point uplift in NPS,
a 15-20% in reduction in cost.
We saved over 400,000 hours for our frontline teams.
And we did get our agile ways of working 2-3 times faster
than traditional ways of working.
One of the specific examples
is the Everyday Business Account
which was completely digitized end to end
from days to being mere minutes.
For business customers a chatbot was launched
which can answer more than 30,000 different question types.
For direct superannuation accounts
we digitized those from 14 days to one day.
Initially we started with a proof of concept.
By the sixth month we were up to ten journeys
with many, many teams delivering something
into the hands of customers every 90 days.
We really broke down organizational silos.
So whilst organizations are structured vertically,
work tends to happen for customers horizontally.
So the customer journey teams were like mini teams
who worked end-to-end across the organization.
It really took a full 18 months for the organization
to be self-sufficient and for BCG to have trained our teams
to work autonomously in this way.
It was really important that we kept
governance really light but very tight.
So the teams received funding for 90 days.
As long as they delivered their outcomes
they received funding for another 90 days.
They were allowed to call out anything that got stuck
on their backlog, their roadblocks,
and everything would be resolved for them within 24 hours
or escalated to the CEO within 72 hours.
Another learning was that
the right resourcing is non-negotiable.
This program was important to the entire organization
and even had visibility with the board.
So we always had the best people come
and work with the customer journey teams.
Focus relentlessly on speed and outcomes.
Really small wins build together
as long as you stay focused on something
into customers' hands every 90 days.
It helps you build momentum for your whole organization.
There were three key things we were looking for.
One, someone with a really solid methodology
to be able to scale this way
of working across an organization.
Secondly, we were looking for someone
who could apply that method within our cultural context.
And last of all, we were looking for someone
who would help us build our own capabilities.
We went through a really rigorous process,
we went with BCG as our transformation partner
on this particular program.
Would I do it all again?
Yes, absolutely, the results alone speak for themselves.