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Despite having an established project delivery function, the bank struggled with persistent inefficiencies that hindered its ability to execute strategic initiatives effectively. Projects frequently ran over budget and missed key deadlines, while the broader investment portfolio lacked clear alignment with enterprise priorities and focused heavily on IT-related projects. Change management efforts were inconsistent and often disconnected from delivery practices, undermining adoption and long-term impact.
Compounding these issues was a fragmented ecosystem of tools and processes that led to siloed execution, inconsistent delivery practices and segmented data. Additionally, internal teams were stretched thin, having been tasked in some cases with both maintaining daily operations while trying to drive strategic change.
SolomonEdwards led the design and launch of the bank’s SMO through a structured multiphase approach:
SMO Framework & Target Operating Model
We recommended a centralized SMO structure with enterprise-wide accountability for strategic change delivery. Key pillars included:
Process and Role Standardization
Additionally, we recommended a framework to use as a guide for updating standard operating procedures (SOPs), role-level responsibilities, delivery interaction model, and an operating model that segregated “run the bank” and “change the bank” activities. Tools, training and governance expectations were rolled out to all lines of business.
Portfolio Management Uplift
We helped define the approach for a unified investment portfolio, with value-based tracking and regular reporting on strategic benefits delivered. Integration with finance was established to quantify ROI and align capital planning with strategic goals.
Change Management Integration
We enhanced the enterprise change management framework and mapped it to the delivery processes, ensuring adoption across all initiatives. In addition, we integrated the “new, expanded or modified products and services” process and other risk and regulatory requirements into the change management framework. Certified change management professionals were hired into the bank to continue maturing this function.
Technology Enablement
To support enterprise reporting and the project lifecycle, we recommended standardizing the use of a common platform as the singular place for intake, tracking, capacity planning and portfolio management. Tool governance, training programs and dashboarding capabilities were included.
The bank launched its SMO with a clear governance model, centralized accountability and the foundations for scalable, enterprise-wide strategic delivery. Key results included:
The SMO is now positioned to evolve over a multiyear maturity roadmap, enabling the bank to maximize the return on its strategic investments while fostering a culture of continuous improvement.