The Challenge In the banking sector, employee turnover and performance are directly linked to how staff experience critical internal processes. For Central American Bank, the challenge was to transform two key interactions causing friction: initial training and the clarity of variable compensation. The objective was to pilot agile solutions to measure impact on experience and business before a full-scale rollout.
Role: Project Manager & EX Strategist (via IZO).
Scope: EX Diagnosis, Service Design, Agile Pilot Implementation.
Timeline: 16-week transformation phase (2024 – 2025).
Methodology: Agile Experience Office (Discover, Design, Deliver).
We implemented an agile framework to prototype and test initiatives in controlled environments, comparing pilot groups against control groups.
1. Interaction: "Training for my Role" We detected that the existing training left gaps in task execution. We redesigned the onboarding through closer mentorship and practical application.
Initiatives: Implementation of "Integral Mentors," training-in-action, and close assistance protocols.
Result: The pilot group reached an eNPS of 73.68%, significantly outperforming the initial diagnostic baseline and achieving a qualitative leap in perceived experience levels.
2. Interaction: "Receiving my Salary" A lack of clarity regarding variable pay was generating mistrust.
Initiatives: Creation of the "Wiki Room: Knowing my Salary" and communication campaigns regarding total compensation.
Qualitative Impact: Employees highly valued the accessibility and ease of understanding (72% relevance for the position), achieving an eNPS gain of +11.16% compared to the control group.
The project proved that specific interventions in internal service culture generate measurable benefits:
eNPS Growth: Double-digit increases in employee recommendation were recorded across both pilots.
Business Knowledge: Substantial improvement in business mastery and the understanding of complex operational processes.
Roadmap: Identification of critical assets (such as Sharefile enablement) to scale the solution to all areas with variable salary structures.
"This case showcases my ability to manage an Agile EX Office within a complex financial institution. My focus isn't just on designing 'theory,' but on executing controlled pilots that provide clear evidence—such as eNPS gains and improved knowledge levels—to ensure the final deployment is successful and backed by stakeholders."
Transformation Phase Roadmap & Next Steps
UI DETAIL