How A Japanese Bank Achieved Cultural Transformation Though Speed And Innovation In 1 Year?

Client: IT Department of a leading Japanese bank

Duration: 12 months

Objective: Transform the department's culture to enable faster decision-making, foster innovation, and achieve measurable accomplishments through targeted initiatives.

The banking sector ranks third in urgency among industries that most quickly adapt to the changing IT environments. When technology drives competitive advantage, even the most established institutions must evolve. 

For our client, a leading Japanese bank's IT department, this evolution meant reimagining their entire cultural framework.

The department played a crucial role in supporting banking operations across all its branches. They handle everything from core banking systems to digital transformation initiatives. Keeping the bank on the cutting edge of financial technology innovation was their responsibility.

Though the need for transformation was calling for a new way of working, a traditional corporate culture was becomigng a challenge in the way. The IT department faced several critical challenges such as:

— Ideas moving through the system at a glacial pace

— Decision-making processes taking too long to move the hierarchy

— Innovative solutions navigating through a maze of approvals before implementation

— The losing time was leading to a loss of employee engagement

— Project delivery times were longer than industry standards

These challenges caused the department to employee turnover, slow growth according to industry competitors and an overall deteriorating culture. 

The turning point came when the team encountered a question that resonated loud and clear: “Will it still be an innovation by the time it’ll be implemented?” The problem wasn’t a lack of innovation and evolution but rather the friction to it that was costing them time. 

The transformation began with identifying 20+ Change Activists – employees from various levels who would become the catalysts for cultural revolution. These weren't just project leaders; they were cultural ambassadors who would bridge the gap between tradition and innovation.

The 12-month transformation yielded significant results, including:

Swift Decisions:

- Streamlined processes enabled faster decision-making

- Reduced approval times for innovative initiatives

- Improved project delivery timelines

Enhanced Retention:

- Increased employee satisfaction scores

- Reduced turnover in key positions

- Stronger team engagement metrics

Collaboration Boost:

- Improved cross-functional teamwork

- Enhanced project efficiency

- Better business-IT alignment

Innovation Surge:

- Multiple new ideas implemented successfully

- Increased employee participation in innovation

- Faster time-to-market for new solutions

The key to success wasn't just in the implementation of new processes—it was in creating sustainable cultural change. Earlier the client would worry about what went wrong. Now they brainstorm about how they can do it better. 

Through ongoing coaching, regular reinforcement, and active Change Activist engagement, the department built a foundation for continuous improvement. They didn’t just changed the way they work, but also changed how they approach work.

Culture transformation requires more than just technical expertise—it needs a deep understanding of human dynamics and organizational behavior. At Change Et Al, our unique E-B-G model, combined with our experience in financial services, enabled us to:

- Respect existing cultural values while introducing new ways of working

- Create sustainable change through empowerment

- Drive measurable results through targeted initiatives

If your organization is ready to transform its culture and unlock its true potential, we're here to help.