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A leading multinational bank innovates in-house learning processes
Technology Category
- Platform as a Service (PaaS) - Data Management Platforms
Applicable Industries
- Finance & Insurance
Applicable Functions
- Human Resources
Services
- Cloud Planning, Design & Implementation Services
The Challenge
The bank's training operations were misaligned with company goals, leading it to transform its learning to better support the business, gain credibility and align workforce capabilities with objectives. The bank's globally fragmented learning model was not keeping pace with the greater business’s strategic imperatives, which included regional growth, core banking capabilities and a superior customer experience. With little concrete direction and no governance program in place, the firm’s learning program had unclear objectives, was inconsistent, involved duplicative processes and was costly. In addition to impeding the ability to drive business outcomes, these operational issues had combined with a lack of transparency to lower the learning organization’s credibility with the bank’s senior leadership.
About The Customer
The customer is a leading multinational bank with a century of history. The organization provides a range of banking and financial products and services to approximately eight million customers in more than 30 countries. In 2011, the bank determined during a comprehensive internal review that its globally fragmented learning model was not keeping pace with the greater business’s strategic imperatives, which included regional growth, core banking capabilities and a superior customer experience. The bank's learning program had unclear objectives, was inconsistent, involved duplicative processes and was costly. These operational issues had combined with a lack of transparency to lower the learning organization’s credibility with the bank’s senior leadership.
The Solution
IBM Global Process Services helped the global bank create a governance program to support strategic planning and global integration. The bank and IBM colleagues agreed that the end-to-end transformation should address processes, technologies, vendors, partners, business users and learners. The team embarked on a fast-moving project designed to yield early successes, earn credibility and buy-in from the business, and set up a six-year journey for the client to fully transform its learning processes. The IBM team worked with the bank to implement a comprehensive, globally standardized platform—a cloud-based, scalable Saba Learning Management System with broader capabilities than the organization’s previous LMS. IBM delivered an innovative, blended learning model that uses a virtual, instructor-led training environment, thereby reducing the costs associated with in-classroom training while bringing best-in-class content to the client.
Operational Impact
Quantitative Benefit
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