Barclays

Driving the US Consumer Bank digital transformation

MarTech transformation

Customer strategy
Human-centered design

  • How do you develop a comprehensive marketing capability that closes the widening gap between consumer expectations and today’s marketing experience?


  • Running parallel work streams, we created a fact base to capture current state systems and augmented with quantitative + qualitative research, we created a transformation strategy that was backed up with a 24 month roadmap.

  • The direct results of this work led to the restructuring of digital and marketing team to enable BCUS to develop new digital-centric product, transform CX, and create digital experiences and platforms.  

The images below illustrate some of the project deliverables. Certain details have been redacted or covered to protect client confidentiality.

01 FACT BASE


The purpose of the Fact Base is to effectively create a baseline for the MarTech ecosystem and identify existing gaps in current system functionality.

The Fact Base is comprised of two deliverables: a current state marketing stack diagram as well as a set of supporting Summary Cards describing each system in the stack.

Diagram and text describing the BCUS Marketing Stack and Summary Cards, including their purpose and components.
Infographic with three sections: Customer Centricity, Marketing Orchestration, and Marketing Intelligence. Each section has a circular gear icon and a brief description. Customer Centricity focuses on placing the card member at the heart of BCUS to drive a 1:1 relationship. Marketing Orchestration emphasizes optimizing cross-channel interactions through omni-channel automation, controls, and integration. Marketing Intelligence highlights data application, insight, tracking, and advanced analytics.

03 THE ROADMAP



The 24 month Roadmap outlined prioritized Strategic Initiatives that closed critical gaps and increase key functionality that drives the business forward.

However, the roadmap itself is not what was insightful, but rather, the interactive approach by which stakeholders were involved which achieved buy-in and collective responsibility. This was done by gamifying the process, creating gamecards, and running a collaborative work session to help colleagues physically understand dependencies, funding, and connective tissue to make the transformation real. 

02 THE STRATEGY



Up until this point, BCUS was attacking several priorities: digitally active segment, going paperless, digital payments, call/customer care, and complaints…but lacked coordination. 
For the first time, we gave BCUS a clear mandate and north star that all teams could rally behind. 

This Framework is a true bridge in between strategy and tactics, effectively connecting the vision with the gaps from fact base: 

  • Aligned 90 gaps to 3 strategic imperatives and 11 drivers

  • Cross-referenced and incorporated 27 strategic initiatives

A detailed chart with multiple labeled sections in blue, purple, green, and teal, listing various categories and topics related to digital and content management.