Lessons learned from the finance sector
How financial institutions are using organisation design to address rapid digitalisation, manage compressing cycles of change, and improve customer experience.
In the decade since it earned the title of world’s biggest bank by assets, Deutsche Bank has faced a substantial set of challenges, many of which have been very publicly on display.
From legal liabilities that resulted from its role in Libor and selling toxic mortgage securities prior to the financial crisis to the rapid digitalization, persistent low and negative interest environment, and rise of challenger banks and fintechs, the bank has experienced – and is going through – unrivaled change.
The result is a global, complex, 150-year-old institution that is steeped in tradition and ways of working that must do things in a fundamentally different way, including how it uses technology to manage risk and operate more efficiently; how it innovates and develops new business; how it responds to fintechs; how it becomes more customer centric; and the shift this requires of the culture and behaviour of its leaders and workforce.
The journey to transform the bank has been long and difficult – and is by no means finished — and we have learned valuable lessons along the way. My talk will summarise some of our challenges, share some of these lessons learned, and will highlight some of the ways we are using innovative technologies to help us along the way, all through the lens of organisation design.
Andrew Zielinski, Managing Director, Head of Group Management Consulting at Deutsche Bank
Andrew is a results-driven organisation and transformation expert with a proven ability to use quantitative and qualitative data to identify and solve strategic, operational, and organisational problems.
He has extensive experience leading businesses, functions, and teams through significant change at pace and in high-pressure situations, and has a strong interest in working collaboratively to create a culture of ideas and an environment that allows people to develop and teams to perform at their best.
His core expertise is in designing and delivering complex programs, with a particular focus on strategy and execution, operating model development and implementation, organisation design, and digital transformation.
Andrew currently leads the Group Management Consulting function at Deutsche Bank. He was previously the bank’s Head of Organisation Design, a Centre of Expertise he set up to work with leaders in all parts of the Bank to help solve complex business problems with an organisational component to them.
Prior to working with Deutsche Bank, Andrew spent more than 15 years in management consulting, first at Deloitte and then as a Partner in a boutique firm that designed and delivered large-scale, transformational change.