Large Financial Services Institution

Creating Transformational Change

The Business Need

Our client, a large financial institution, manages the custom development of over 400 financial applications on across an incredibly diverse base of platforms.  Each application team managed their own support team and processes, creating redundancy, excessive costs and unnecessary complexity for their operations staff.  Previous efforts to establish a centralized support model had not succeeded, failing to gain IT support.

Centric’s High-Impact Approach

We approached two dozen of the top IT leaders in a workshop format, first building consensus around the needs of the business community.  Support roles with clearly articulated career paths were identified, and frank analysis of change resistance yielded contextual solutions for gaining grass roots support.


Centric introduced a change management framework to bring visibility to organizational resistance that stymied prior efforts.

A consensus plan was crafted and supported by key IT management leadership, addressing previously unspoken barriers to change. The client is executing a two year plan establish a centralized support model, reaping cost savings and easier access to application support.

Removing Barriers to Create Positive Change Centric worked with client leadership to identify approximately 20 of the most influential application owners.

  • Employing a workshop format, the change management leadership team created a trusted environment to speak openly on honestly.
  • The team jointly identified personal concerns and corporate cultural barriers to successful change.
  • Rigorous evaluation yielded points of alignment to form the foundation of consensus.
  • Employee fulfillment and career path issues were considered and positive change incentives were crafted. Operational future state was defined, debated, and optimized until it provided a compelling vision for change.
  • Utilizing workshop feedback, probable sources of change resistance were identified and proactive plans were established to address it.
  • An aggressive but achievable change roadmap was developed and socialized.
  • Communication strategy and plans were developed and drafted.
  • High level cost savings and operational benefits were used to create a compelling financial return argument.
  • IT Management ultimately offered highly respected individuals to lead the change effort, validating its importance and validity.