For a successful centralization of administrative and support activities within Grootzakelijk Financieren, we started with a thorough analysis of all processes within the Rabobank organization. By means of process walks and brown paper sessions, we identified bottlenecks and opportunities for improvement together with the teams involved. The results were translated into concrete proposals for improvement, which were then firmly anchored in the process architecture and the adjusted framework for employees. This laid the foundation for a uniform working method with clear roles and responsibilities.

In the implementation, administrative tasks were purposefully shifted from external account managers to internal account managers and support functions, so that commercial focus could be central again. During the entire process, there was intensive coordination with product owners and active participation in steering groups, which ensured that the implementation was well supported and went without disruptions. Thanks to this approach, an organization-wide change was realized in just six months.

This approach resulted in shorter lead times and lower administrative burden, which enabled an increasing market share to be achieved

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