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 suered. But whenCEO, Stephen Steinour joined in 2009, he saw an opportunity to invest in growth by creating aneective customer reerral 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 Azal,Chie Inormation Ocer (CIO). “Everything was done in siloes or manually on spreadsheets using ve dierent customer databases that were not integrated.”Azal’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 Azal. “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 transormation 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 Azal’s team worked with thebusiness champions to solicit eedback rom employee testers to continue to rene the system.oday, Huntington’s 8,200 users are all on the same system and can get a holistic view ocustomers. 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 transormation 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
Huntington Bank, like many in thenancial industry, suered during the 2008 United States nancialcrisis. Tat the bank was stilloperating under a siloed mind setacross its 18 business units added toan already dicult situation. Terewas little collaboration and no insightinto how customers interacted withthe bank. Te bank's new leadershiprecognized the opportunity totransorm into an agile organizationstrong enough to pull through adicult market environment.
Huntington Bank laid out itsstrategic plan and partnered withBluewol on its implementationo collaborative cloud-basedtechnology or a 360-degreeview o customer proles acrossits 18 business units. Huntingtonused the Bluewol Agile Businessransormation ramework toembrace change through technologywith an iterative process. Te ocusis on sustainable innovation tocontinuously add new processesand unctionality rapidly—as otenas business needs change—withouttoo much disruptive change at once.