How do you transform a 150-year old culture to keep pace with modern regulatory requirements?

One of oldest banks in the world took major steps to comply with new industry regulations by establishing a data governance program and elevating it to senior management for support and sponsorship. XPLANE was engaged by the Chief Data Governance Officer to help solve the challenge of getting numerous, independently managed businesses, and corporate functions to willingly dedicate both people and dollars to the adoption of a new process. Because the subject matter was complex, few people understood the plan, its urgency, and how to transform the way people do their jobs. The program would require significant shifts in roles, behaviors, and culture to address the human side of change; which was paramount to an accelerated and successful program adoption. 

XPLANE led a review of the Data Governance program to understand the degree of change and adoption required. The review included stakeholder interviews and working sessions to chart a communications, training, and activation path. Target audience surveys and workshops generated insights to craft a communications channel strategy and identify the portfolio of tools needed to support the adoption of the program. Based on the review and discovery, the team developed a visual model of the communications strategy (a Communications Map) that charted the engagement experience for key audience groups: leadership, board of directors, stockholders, IT data managers, financial specialists, and enterprise employees at large. Additionally, the communications strategy addressed and impressed the most important audience, the federal government regulators. 

The first phase of tools planned in the Communications Map launched a series of animations to raise awareness around the value and necessity of the program, process maps and animations to support program onboarding, interactive PDFs to provide deeper content, and a suite of presentations that enabled program leadership to continually engage senior leadership and apprise them of the progress and benefits gained by the program. A rollout strategy was crafted to set a cadence and sequence for engaging each audience. It included an internal marketing approach defining how to use social networking tools and online community groups to increase the reach (use and viewership) of each tool. The communications tools illustrated a new landscape signaling an entrance into a new era.