Following a review of its business strategy GE Money recognised that to meet its growth targets in future years it needed to expand out of its traditional b2b markets and develop a strong consumer proposition.
Apart from entering new markets this would entail major cultural change and an organisational restructure to ensure success. Working closely with the C-Suite and P&L leaders we led the change programme for this.
The programme had two distinct elements; firstly project managing the HR processes and communications strategy for the restructure. The second part involved developing a brand engagement strategy that up skilled colleagues to deliver against the brand promise and embrace new ways of working.