IBM Case Studies A leading multinational bank innovates in-house learning processes

Edit This Case Study Record

	A leading multinational bank innovates in-house learning processes IBM

A leading multinational bank innovates in-house learning processes

IBM

Technology Category	Platform as a Service (PaaS) - Data Management Platforms
Applicable Industries	Finance & Insurance
Applicable Functions	Human Resources
Services	Cloud Planning, Design & Implementation Services
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. Read More
About 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. Read More
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. Read More Log in to view content
Contents

Technology Category

Platform as a Service (PaaS) - Data Management Platforms

Applicable Industries

Finance & Insurance

Applicable Functions

Human Resources

Services

Cloud Planning, Design & Implementation Services

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 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.

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.

Impact #1	The bank delivers innovative, standardized content via a cloud-based, blended learning model that supports business objectives and has reduced delivery costs and redundant processes.
Impact #2	The bank’s learning transformation was running smoothly less than one year into the engagement.
Impact #3	The bank benefited from a governance model that drove increased innovation in content design, development and delivery, with streamlined course curricula, a 51 percent reduction in unwanted courses, and high-quality, competitively priced IBM-built content.

Impact #1

The bank delivers innovative, standardized content via a cloud-based, blended learning model that supports business objectives and has reduced delivery costs and redundant processes.

Impact #2

The bank’s learning transformation was running smoothly less than one year into the engagement.

Impact #3

The bank benefited from a governance model that drove increased innovation in content design, development and delivery, with streamlined course curricula, a 51 percent reduction in unwanted courses, and high-quality, competitively priced IBM-built content.

Benefit #1	The governance structure identified approximately AUD250,000 in savings through reduced duplication and increased transparency.
Benefit #2	The bank saved AUD3 million in the first six months due to a reduction in delivery costs.

Benefit #1

The governance structure identified approximately AUD250,000 in savings through reduced duplication and increased transparency.

Benefit #2

The bank saved AUD3 million in the first six months due to a reduction in delivery costs.

Download PDF Version

Overview

A leading multinational bank innovates in-house learning processes

Operational Impact

Quantitative Benefit