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Case Study: Huntington Bank

Case Study: Huntington Bank

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Published by bluewolf
Huntington Bank's Leadership Embraces Change with Bluewolf's Agile Business Transformation. Discover how Huntington Bank, after partnering with Bluewolf, implemented a collaborative cloud-based technology for a 360-degree view of customer profiles across its 18 business units.
Huntington Bank's Leadership Embraces Change with Bluewolf's Agile Business Transformation. Discover how Huntington Bank, after partnering with Bluewolf, implemented a collaborative cloud-based technology for a 360-degree view of customer profiles across its 18 business units.

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Published by: bluewolf on Nov 04, 2011
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12/23/2011

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 join the agile conversationwww.bluewol.com contact bluewol1-866-455-WOLF | +44 (0) 118 937 1059
The AgileEnterprise
 
The AgileEnterprise
the story
In the post-crisis world, many banks are still grappling with methods or establishing stability,with growth as a distant goal. Huntington Bank was hurt badly by the losses it suered. But whenCEO, Stephen Steinour joined in 2009, he saw an opportunity to invest in growth by creating aneective customer reerral process across 18 business units—which would increase customerwalletshare. Te company has raised $1.8 Billion in new capital and invested it in growth.
seeing the opportunity in an agile approach
Steinour recognized that Huntington Bank could not succeed without creating a single vision thewhole organization could get behind and support. Focusing on increasing the value o customerrelationships became the mantra.“Te challenge was that our processes and systems were not unctioning well,” said Zahid Azal,Chie Inormation Ocer (CIO). “Everything was done in siloes or manually on spreadsheets using ve dierent customer databases that were not integrated.”Azal’s team, with support rom executives including the CEO, began to communicate thecultural changes needed to achieve a singular customer view throughout the entire company.
building on success to achieve transformation
“Speed and immediate user acceptance was critical to our process,” said Azal. “We did not wantto run the risk o ailure right out o the gate by implementing an expensive new technologyusers would not embrace.”Huntington worked with Bluewol to establish a transormation road map with an iterativeimplementation process. Huntington also established series o business line champions whowould advocate and collaborate with the business units on the small increments o change orthe overall project. Te new system was rolled out incrementally while retaining some legacysystems. Early success was communicated and built on while Azal’s team worked with thebusiness champions to solicit eedback rom employee testers to continue to rene the system.oday, Huntington’s 8,200 users are all on the same system and can get a holistic view ocustomers. User adoption, o course, was only one goal achieved by the overall project.
increasing walletshare by embracing a cultural shift
Te primary goal behind Huntington’s transormation was to increase the value o a customer throughwalletshare. Essentially, this is a customer’s total spending on the bank’s products and services.
Huntington Bank's Leadership Embraces Changewith Bluewolf's Agile Business Transformation
challenge
Huntington Bank, like many in thenancial industry, suered during the 2008 United States nancialcrisis. Tat the bank was stilloperating under a siloed mind setacross its 18 business units added toan already dicult situation. Terewas little collaboration and no insightinto how customers interacted withthe bank. Te bank's new leadershiprecognized the opportunity totransorm into an agile organizationstrong enough to pull through adicult market environment.
strategy
Huntington Bank laid out itsstrategic plan and partnered withBluewol on its implementationo collaborative cloud-basedtechnology or a 360-degreeview o customer proles acrossits 18 business units. Huntingtonused the Bluewol Agile Businessransormation ramework toembrace change through technologywith an iterative process. Te ocusis on sustainable innovation tocontinuously add new processesand unctionality rapidly—as otenas business needs change—withouttoo much disruptive change at once.

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