Integration programme training delivery at Lloyds Banking Group
- OverviewRead more
The integration of Lloyds Banking Group and HBOS is the largest of its kind in the world and includes a portfolio of projects and programmes that merge HR, Sourcing, IT, Network, front and back office areas of the banks. The first retail integration programme involved migrating all HBOS Counter, ATM and Intelligent Deposit Machines to Lloyds TSB systems. This required the successful roll-out of a training solution to over 10,000 people across nearly 1,000 Halifax and Bank of Scotland branches. Moorhouse performed a confidence review of the training roll-out programme and managed the end-to-end delivery; improved key elements of the logistical processes for training ordering and fulfilment, and enhanced the management of a key supplier. Our best practice programme management disciplines, blending rigour with flexibility, significantly streamlined delivery and enabled an instant joined-up response to emerging issues and shifting requirements in a rapidly changing environment. The joint LBG-Moorhouse team achieved a hugely successful outcome – seamlessly delivering the programme despite severe winter disruption – which was widely recognised by programme and network stakeholders. Surveys of buy-in levels amongst branch colleagues demonstrated an increase in support for the integration journey across the branch network.
- Our client's challengeRead more
LloydsTSB became Lloyds Banking Group in January 2009, following the acquisition of HBOS. With an ambitious portfolio of projects and programmes that integrate the HR, Sourcing, IT, Network, front office and back office areas to deliver £2bn of savings.
This is the largest integration of its kind in the world; affecting over half the UK population. The first retail integration programme involved migrating all HBOS Counter, ATM and Intelligent Deposit Machines to LloydsTSB systems such that customers could interact with all heritages as one, representing a radical day-to-day change for in-branch personnel.
This initiative required the successful roll-out of a comprehensive blended training solution to 10,000 people across almost 1,000 Halifax and Bank of Scotland branches, including reading materials, computer based training, practice systems, face-to-face courses and webinars.
Successful training was vital for maintaining customer service and business operations, and securing senior executive confidence and the hearts, minds and trust of the HBOS colleagues for the wider integration journey.
Implementation of the programme commenced with a small initial phase of ten branches. Whilst this phase was successful, issues with training were identified that raised concern about the ability to ramp up the roll-out to the almost 1,000 remaining branches.
- Our responseRead more
Moorhouse was engaged to perform a confidence review of the training roll-out programme. In one week, we comprehensively assessed readiness for the bulk rollout and identified key tactical, strategic and structural improvements required to reliably deliver at the intended volumes. Following the review, Lloyds asked Moorhouse to:
- Introduce improved programme management arrangements and programme manage the end-to-end delivery
- Improve key elements of the logistical processes for training ordering and fulfilment, with particular consideration to enabling tools and associated management information
Improve vendor management processes for a key supplier responsible for printing and distribution of materials to branches
- The value to the clientRead more
The joint LBG-Moorhouse team achieved a hugely successful outcome which was widely recognised by programme and network stakeholders. Surveys of buy-in levels demonstrated an increase in support for the integration journey across the branch network. We brought our deep knowledge of programme leadership to provide several key benefits which were vital to delivery success:
- Best programme management disciplines, blending rigour with flexibility. This significantly streamlined delivery and enabled an instant joined-up response to emerging issues and changing requirements in a rapidly changing environment
- Galvanisation of the end-to-end delivery team and significantly improved coordination across the various corporate functions involved in the training rollout
- A robust set of end-to-end logistical and supplier management processes, signed up to by all parties throughout the supply chain. This achieved an almost flawless distribution of materials to branches
- A comprehensive strategic risk management exercise ensured the programme was ready for significant external disruptions. This allowed training to deliver seamlessly despite severe winter weather conditions
- Greater confidence of the leadership team, branch network management and in-branch colleagues in the programme's ability to successfully meet aggressive timelines
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