Operating Model Design for a Marketing Function at a Bank
Big-Four Australian Bank (Marketing Department)
The Story
The Challenge
Our client, the Marketing department of a big-four Australian bank, was merging two sections totalling ~600 people. They sought a new structure, right-sized skills and capabilities, and changed ways of working to be more agile, faster to market and efficient. Some teams were already using Agile ways of working, but scaling Agile across the whole department required major structural and operating changes — with minimal disruption to short-term productivity, in an organisation already tired of change after several restructures in the past year.
Our Approach
ADAPTOVATE assessed and redesigned the operating model to scale Agile ways of working:
- Assessed the overall operating model to scale Agile ways of working
- Defined a new structure based on Tribes, Squads, Chapters and Centres of Expertise (CoE), including how they interact
- Significantly simplified marketing specialist roles and introduced agile-at-scale roles
- Re-defined reporting lines and career paths
- Leveraged the existing Agile ways of working and supporting guidelines, adding new dimensions to support scaling
- Supported the HR process with structured change management combining physical and online communications
Results & Impact
Outcomes
The new structure reduced silos, flattened the hierarchy and aligned more closely to the customer strategy — scaling Agile from ~150 to ~600 people, simplifying role types, and delivering a playbook for Agile ways of working.
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