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I'm here to introduce Anne Bennett

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who ran the very successful journeys program

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at a major Australian bank.

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We had four key objectives, firstly, to improve NPS,

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secondly to decrease cost, thirdly to improve revenue,

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and finally, to move to agile continuous delivery

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and more frequent releases into the hands of our customers.

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The overall impact was significant.

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It was publicly reported and disclosed to the market.

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We saw anywhere between a 10-30 point uplift in NPS,

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a 15-20% in reduction in cost.

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We saved over 400,000 hours for our frontline teams.

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And we did get our agile ways of working 2-3 times faster

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than traditional ways of working.

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One of the specific examples

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is the Everyday Business Account

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which was completely digitized end to end

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from days to being mere minutes.

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For business customers a chatbot was launched

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which can answer more than 30,000 different question types.

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For direct superannuation accounts

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we digitized those from 14 days to one day.

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Initially we started with a proof of concept.

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By the sixth month we were up to ten journeys

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with many, many teams delivering something

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into the hands of customers every 90 days.

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We really broke down organizational silos.

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So whilst organizations are structured vertically,

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work tends to happen for customers horizontally.

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So the customer journey teams were like mini teams

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who worked end-to-end across the organization.

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It really took a full 18 months for the organization

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to be self-sufficient and for BCG to have trained our teams

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to work autonomously in this way.

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It was really important that we kept

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governance really light but very tight.

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So the teams received funding for 90 days.

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As long as they delivered their outcomes

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they received funding for another 90 days.

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They were allowed to call out anything that got stuck

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on their backlog, their roadblocks,

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and everything would be resolved for them within 24 hours

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or escalated to the CEO within 72 hours.

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Another learning was that

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the right resourcing is non-negotiable.

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This program was important to the entire organization

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and even had visibility with the board.

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So we always had the best people come

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and work with the customer journey teams.

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Focus relentlessly on speed and outcomes.

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Really small wins build together

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as long as you stay focused on something

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into customers' hands every 90 days.

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It helps you build momentum for your whole organization.

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There were three key things we were looking for.

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One, someone with a really solid methodology

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to be able to scale this way

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of working across an organization.

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Secondly, we were looking for someone

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who could apply that method within our cultural context.

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And last of all, we were looking for someone

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who would help us build our own capabilities.

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We went through a really rigorous process,

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we went with BCG as our transformation partner

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on this particular program.

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Would I do it all again?

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Yes, absolutely, the results alone speak for themselves.