Citizens Bank Digital Passport
BACKGROUND
There have been multiple iterations of operating models implemented within the walls of Citizens to provide a seamless connected execution and delivery of both new projects and added functionality to current ones.
Our current system has lead to an increase in time-to-market, has created bottlenecks for our leaders, and negatively impacted the colleague experience over the last 3 years of the Modern Operating Model.
THE CHALLENGE
Investigate the root cause of problems within our operating model. Create a single source-of-truth for adaptive governance that provides clarity to team on what they need and when they need it - while minimizing and streamlining the processes necessary.
THE OUTCOME
Investigate the root cause of problems within our operating model. Create a single source-of-truth for adaptive governance that provides clarity to team on what they need and when they need it - while minimizing and streamlining the processes necessary.
85%
decrease in intake fields
67%
decrease in forms
60%
decrease in necessary sign-offs
RESEARCH
Investigating the root cause of the backlog, delay in time-to-market, and increase in the failure rate of post-MVP delivery, we found that the majority of users were running into challenges that made them quit the process, and, at times, put hiring on hold due to the limitations of the system.
Direct quotes from research:
“We explain the solution over and over to every board, like when Zuckerberg testified to congress and explained the internet.”
“Pods are coming to us [governance groups] at the last minute because they miss steps, causing fire drills.”
“You can't train folks on this process. I don't want to hire people off the street, because you can't buy the experience navigating Citizens.”
The drill down into our processes exposed that, to complete an initiative, it can take up to
198 Intake Fields (150 avg.)
12 Intake forms (7 avg.)
16 Forums (10 avg.)
107 Sign Offs (74 avg.)
and, in order to navigate the process, users would need to refer to the following flow chart to explain the steps and bottlenecks
PROCESS CLEANUP
Working with my CX team, and Engineering lead, we got into the details of the processes and recognized how many redundancies and extra steps were being forced upon our internal teams. We worked with each of the governance teams to understand which parts of the process were necessary and which were additional for certain use cases. From there I mapped out a simplified process with the teams, and my Engineering lead, helped document the simplification of the backend,
SKETCHING/WIREFRAMIING
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DELIVERY
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