Constructing the blueprint for operational transformation

Our analysis of many leading retail banks suggests that whilst corporate strategies may appear clear, the drivers of operational transformation and the focus of change programs have in fact often multiple and conflicting goals, resulting in organizational tension rather than alignment. Sometimes this reflects the ‘cycle of re-transformation’ in which organizations are tempted to centralize what is decentralized and decentralize what is centralized. We find that in defining transformation goals a healthy pragmatism is needed as well as an appropriate context.