Transforming a Traditional Culture to Keep Pace with Modern Regulatory Requirements

Organizational Transformation
Strategy Activation and Execution

With the collapse of Lehman Brothers and the financial crisis of 2008, the United States Federal Reserve began requiring banks and financial institutions to report the size and severity of their risk exposure. Most financial institutions could not provide accurate answers because their data was managed in silos, disconnected on the whole, and difficult to validate quickly. Enterprise technology platforms were bolted-on, resulting in complicated and redundant data and systems. Financial regulators discovered that the lack of enterprise-wide data governance was a plague and a threat to the entire, global financial system. Sweeping new regulations and policies were put in place to address the issue.

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.




Leading Financial Institution


Successfully rolled out to an organization of over 52,000 employees


The team developed a visual model of the communications strategy that charted the engagement experience for key audience groups: from leadership and the board of directors through the enterprise employees at large. Additionally, the communications strategy addressed and impressed the most important audience, the federal government regulators.

The first phase launched a series of animations to raise awareness 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 apprise senior leadership 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 of each tool. The communications tools illustrated a new landscape signaling an entrance into a new era.


Having someone (like XPLANE) who thinks openly, listens actively, and helps stretch the possibilities is invaluable."

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