Summary:
Old Mutual Bank faced a daunting challenge in their Emerging Markets Redesign initiative. The organization had engaged Accenture to deploy a complex redesign methodology across Latin America and Africa, but the intricate process left HR leaders across 26 business units confused, frustrated, and unable to move forward. The disconnect between the methodology and the bank’s vibrant customer-centric culture only deepened the challenge. Syngineering was brought in to simplify the process, align it with the bank’s cultural values, and empower leaders to take ownership of the transformation.
Over three months, Syngineering guided the bank’s representatives through a collaborative and experiential redesign process. Using visual mapping and group collaboration, participants surfaced shared frustrations, revealed systemic gaps, and reimagined how their teams could operate in alignment with organizational values. By simplifying the redesign framework and fostering mutual accountability through peer coaching networks, Syngineering helped Old Mutual reignite its redesign initiative. The result was a cultural and operational transformation that enabled the bank to move forward with confidence and clarity.
Background:
Old Mutual Bank faced a crossroads in their Emerging Markets Redesign initiative. They had partnered with Accenture to deploy an intricate methodology for organizational redesign across Latin America and Africa, but the effort stalled as teams struggled to comprehend and apply its complexity. Syngineering was brought in to simplify the process, align it with the bank’s values, and empower the organization’s HR leaders to regain momentum.
The entry point for the project was through Old Mutual’s OD leader and HR function. These existing relationships provided a foundation for trust and collaboration as Syngineering engaged deeply with the 26 representatives tasked with redesigning their respective regions. Through immersive conversations and observation, we identified a critical disconnect between the organization’s vibrant customer-centered culture and the rigid, mechanistic methodology in use.
The insights came alive during a three-day gathering, where representatives created visual maps of their current experiences and shared them in a gallery format. The collective realization of shared frustrations—coupled with a recognition of the method’s overcomplication—helped participants discover the simplicity needed to move forward. Using collaborative design tools, participants crafted a clearer vision of how they wanted to work, focusing on outcomes that embodied the integration of heart, mind, body, and soul.
Through group mapping and iterative discussions, Syngineering guided the team to co-create a roadmap for action. This roadmap balanced customer focus, organizational alignment, and adaptability. Peer coaching networks were also established to maintain momentum and provide ongoing support, fostering a culture of mutual accountability.
In just three months, the Emerging Markets Redesign initiative was reinvigorated. The 26 representatives were empowered to act with clarity, and Old Mutual successfully aligned its redesign efforts with its customer-focused ethos and organizational values.