Finnish Financial Group
Enabling End-to-End Business Alignment in a Core Banking Renewal Program
Client
Finnish Financial Group
Industry
Financial
Services
Transformation Design, Transformation Lead
Challenge
The situation
A large-scale core banking renewal faced significant complexity: over 100 business processes to redesign, multiple system renewals, and several teams operating across domains. Work was fragmented across silos, cross-team dependencies were unclear, and decision-making delays risked slowing delivery. The absence of an end-to-end business process view created misalignment between strategic objectives and system implementation.
Approach
What we did
Digital Rebel operated at program level to introduce a business-driven coordination model, shifting focus from isolated system deliveries to end-to-end business outcomes. We led the business side of the program — managing all business analysts and business development managers — ensuring that business requirements, process designs, and cross-team dependencies were driven cohesively toward shared goals. We made cross-functional dependencies visible across workstreams, clarified ownership between teams, and accelerated decision-making by bringing the right stakeholders together at the right time. Business processes were decomposed into implementable epics across teams, and we aligned business-side workstreams to ensure development progress was tracked from a value perspective — not just system capability. The result: coordinated renewal of 100+ business processes with stronger alignment between strategy, process renewal, and technical delivery.
Results
Where it landed
The program gained a working business-side coordination model: 100+ business processes renewed in alignment across teams, cross-team dependencies made visible, and decisions accelerated by getting the right stakeholders in the same room at the right time. Progress tracking shifted from system capability to business value, a change in how the program was steered, not just documented.