The Importance of Branch Staff Ownership in Technology Initiatives: Learning from Alamo
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1 August 2013Bob Meara
A growing number of banks are embarking on branch transformation initiatives. This is important work that is long overdue. In researching the topic of video banking for the recently published report Video Banking: Lights, Camera, Transaction?, I had the pleasure of interviewing a number of banks and credit unions in various stages of implementation. While there was fascinating variety in why and how video banking was pursued among these financial institutions, two important pieces of wisdom emerged. 1.If you Build it, they won’t come – consumers are a fickle lot, and old habits die hard. Even the most elegant initiative is destined to fail without a purposeful and well-executed plan to enrol customers in the new way of things. One credit union deploying personal teller machines (PTMs) in drive-through lanes stationed employees outside the branch to explain the PTMs to approaching members, encourage their use and answer questions. They did this for several weeks. Later lobby deployments used a similar approach. People often need encouragement to try new things. 2.None of this happens without branch-level ownership. Several banks and credit unions enjoying successful initiatives spoke of the importance of a sound change management plan – one that inspires ownership broadly throughout the organization. As Stephen Covey asserts in his best-selling Seven Habits of Highly Effective People, without involvement, there is no ownership. With this in mind several early adopters of video banking devised a variety of ways to inspire involvement in the new initiatives:
- Distributed customer testimonials solicited during an early pilot
- Organized an internal Q&A web presence so the curious (as well as the detractors) could get questions answered
- Sponsored happy hours (after close of business) in newly reconfigured branches. Employees working in traditional branches were invited so they could see things up close and personal and ask questions. One credit union spoke about how transformative this one effort was; how many entered sceptical and critical, but left thinking the new branch was pretty cool.
Asia-Pacific, EMEA, LATAM, North America