As a significant player in financial services in Denmark, Finland, Norway and Sweden, payment provider Nets was facing a tougher regulatory regime and greater competition. What’s more, having been around since the late 1960s, many processes and systems were outdated. They were still doing various things manually – for example when a customer called to say they’d lost their bank card, someone had to enter the same information in around 18 different systems. With a large investment from new owners, three capital funds, they embarked on a major programme to bring their operations up to date.
They had little experience of managing such large and complicated change and, while individual projects were up and running well, their new COO asked us to check that the programme as a whole was on track.
Our ‘programme and project health check’ revealed a lack of co-ordination, communication and control. Working closely with them, we helped set up a Project Management Office (PMO), with a number of priorities. That meant recruiting four people to head up the various elements of the programme. Up until then people working in Nets hadn’t known what was coming or how they’d be affected. We organised communications around the changes, including Town Halls. Other support included: a straightforward process for screening and approving project ideas and a ‘team impact map’ to give a clear picture of the changes that were feasible while allowing every team to keep operating.
Now the PMO is in place, the capital funds are confident Nets will make this significant transformation successfully – and that their investment will pay off.
"We’ve found PA's support invaluable. It’s great to feel we're working in partnership to make these crucial changes to our operations. Without the new project management office we could have run into significant problems which could have jeopardised our future and our standing in the market."
Ivan Philipsen, Head of PMO & Transformation, Nets