A quick look inside revealed the bank’s deployment of new investment products was long and inefficient. The company's C-Suite, inspired by urgency, began changing internal processes, legacy systems, and the culture of the teams.

Silos had to be broken down, critical business issues had to be resolved, the teams' DNA had to be  agile and, above all, the end client had to be at the centre of this overhaul.

The first change was  adopting a more agile model, striving to deliver differentiated experiences for customers. With restructured multi-disciplinary development teams, the resulting product surpassed simply a technical solution. The culture was also shifting for the better.

The  new multidisciplinary team structure aimed to  deliver value along the customer journey, supported by agile practices of the business teams. While not foreign to tech teams, the new multidisciplinary structure inherently changed how 400 people worked, for the better. 

Additionally, the use of metrics aimed at capturing insight into customer needs and satisfaction became a requirement, with short deployment cycles to understand if the product delivered more value to the consumer. Teams with multiple competencies were formed by uniting marketing, customer relations, human resources, and others, using a  squad strategy, working with integrated executives who set the business objectives, aligned to the goals of the financial institution.

New customer-focused indicators became part of the goals of the superintendent and directors of investment and pension products.