Change Management

Two national banks with very distinct structures, operating systems, and cultural heritages had recently merged, and required support in facilitating a smooth and effective integration among staff.

Change Management

Business Need

A pass-book carrying bank from the north of the UK merged with a large bank from the south. One of the greatest challenges was how to merge the very distinct cultures that each bank brought to the mix. The distinct cultures were compounded by differences in platforms, processes, client bases, products and roots to market. peoplewise was asked to work with key leadership stakeholders to create a common cultural vision that would enable the potential of the new workforce and equip leaders with the skills and tools to effectively manage the transformation project.

What We Did

peoplewise worked with senior stakeholders to define the cultural vision of what the successfully merged organisation would look like in order to achieve its strategic goals. Using collaborative workshops, a common vision and set of priorities were created. The new vision was one of a stretch organisation, in which employees were continuously learning and growing, with a heightened sense of personal and career development.

To achieve this vision, employee perceptions and behaviours needed to be aligned, so that they supported and promoted the achievement of the vision, rather than hindered it by inaction or negative action. This was achieved by a series of parallel strategic initiatives, including:

  • e-learning courses, providing information and knowledge for employees
  • learning forums with guest speakers, which provided opportunities for people to come together and hear common lectures about the new way of doing business
  • a two-day change workshop, where individuals were able to envision their role within the new business, and learn and develop behaviours that supported the new vision
  • mentoring and co coaching initiatives


Pre- and post-project measures were used to assess shift and change in employees. Key changes included a greater sense of personal and career development in individuals. Employees felt that the transformation project had given them a deep understanding of their personal aspirations and key motivating influences, and stimulated a desire for further learning, which allowed them to feel more enriched and valued in their jobs. Consequently, retention improved, turnover reduced, and job satisfaction measures across the organisation increased.