A Swedish bank had long participated in the bank-wide cooperation to create a common, Nordic payment infrastructure. As the transformation program started within the bank, Midagon (previously FiDo Consulting) was asked to plan, manage, and drive the change agenda from the start.
The assignment included everything from the goal-setting phase to creating the roadmap for product development and the technical transition. An important part of the work was to lead the change management and communication with internal stakeholders, bank advisors, partners, suppliers, and other banks.
Initially, Midagon formed a team of 3 people focusing on the goal-setting and roadmap. Midagon facilitated and managed the 6-week-long work with the bank's 30 stakeholders and management. The purpose was to get everyone on board and aware of the journey ahead.
When the goal and roadmap were in place, the team was re-shaped for the implementation, adding a lead consultant for program management, and payment specialists to add external knowledge to the implementation team. The focus was on leading the company's requirements work. Gradually, the bank needed reinforcement from additional operations specialists while forming their future organisation.
Midagon led the change journey for a total of just over two years, when the bank, on Midagon's recommendation, switched to managing the continued transition work to the new payment infrastructure as an agile stream within regular operations.
