The cooperation between Senteo and AkBars Bank began with the development of a new Phygital bank branch concept. The Phygital concept implies a departure from paperwork and the integration of digital service channels with a corresponding change in the operating model.

Over the course of the project it became apparent that many of the bank’s processes were not ready for a network- wide transformation and required extensive changes and improvements. As a result, a full diagnostic of the bank was completed and a 5-year development vision and road map was agreed with the shareholders and board of directors.

Full spectrum diagnostics were carried out on the basis of 50 elements of the Senteo Maturity Model. Based on the results of the diagnostics, the bank was given several areas for improvement and a logical progression of initiatives to advance their maturity score.

The development of the strategy included education and engagement of the bank’s top management in several facilitated sessions to form a strategic vision for the development of a customer-centric bank. The strategy covered eight key areas of business development which was then communicated in the bank is the overall strategic vision and the road map for implementation.  The vision and road map had general level of detail for a period of five years, more detailed implementation plans for each year to be completed each year while planning the annual budget, and a detailed backlog prepared for each quarter of the current year.

Following a complete diagnostic of the retail and corporate business lines, design of unified logic for pricing, further development of product strategy, and set up and coordination of work of all product teams, flexible tools   were created to design future product packages, and, as a result, completely new product packages for retail clients were developed along with a refresh of packages for corporate clients These tariff plans included multiple accessories from both group companies and external partners to add value for customers in one complex solution for all day-to-day banking needs.

In a record-breaking time of 5 months, the tariff plan packages were launched for retail and corporate customers with different levels of complexity and services included.

For the bank to be customer-centric, a new analytical package was defined and  implemented into a series of dynamic dashboards that included a full view of customer-oriented analytics.  Without this analytical approach, the bank would be unable to measure the success or failure of many of the initiatives included in the strategy.

As a result of the new analytics coming online, many chances were made to the financial models for business lines, product economics, annual budgets for many departments, and general performance management criteria both for management and for front-line team members.