Financial Services Transformation

The situation

An Australian financial services organisation was undergoing a significant transformation with a hard Day 1 go-live deadline.

The program operated under significant time pressure, with a non negotiable go-live date and a small internal people and culture team managing day to day business continuity alongside transformation delivery.

The approach

Target operating model and organisation design

Designing the target operating model and giving every role a home within it, across a few legacy entities.

Modularised support for leaders

Equipping leaders to lead through the change, not just manage it, through a modularised leadership development program.

People framework and practices

Building the people frameworks and practices that would underpin the employee experience in the reshaped organisation.

The outcome

The organisation moved into its go-live window with a fully designed structure, a position description library, confirmed role titles grounded in a transparent assessment framework, and a leadership cohort being actively prepared for the change, not just informed of it.

The program demonstrated what is possible when people work is treated as a strategic enabler of transformation, not an administrative afterthought. By holding discipline on sequencing and keeping the human experience at the centre, the organisation was positioned not just to launch, but to land.

At a glance

• Target operating model design across a few legacy entities
• Organisation design and full position description build, 100+ roles
• Job architecture and Head Of role framework
• Modularised leadership development program for people leaders
• People framework and policy architecture, 29 policies across 6 clusters
• Employee value proposition development and activation planning
• Change communications and executive advisory support