With the backdrop of severe cost pressure, repeated layoffs and restructures and a fearful workforce, the training and education function of a large global financial services firm (including its own business university) was in trouble – disjointed, highly inefficient and providing service of varying quality.

People were operating in ‘survival’ mode’, primarily due to the constant change environment and there was limited transparency into cost and process.

Lime was asked to solve for increased business performance in terms of service delivery, cost, and efficiency.

OUR CONTRIBUTION

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THE OUTCOME

The organization in crisis called for an approach of 3 parallel pathways. Immediate small wins were made on critical issues. A desired end-state design was developed over a longer timeframe, supported by cultural and behavioral work.