Eagle’s Global Head of Change Management and Organization Development discusses Eagle’s strategy to empower and engage frontline employees to drive transformation

Anna Domino, Global Head of Change Management and Organizational Development

There’s a saying in college football that programs are built in the offseason. This is particularly true when there is a change in strategy and coaches are tasked with matching existing players and recruits to new roles and schemes. Change management in financial services is no different. And in the era of digital disruption, it’s the people and their range of skill sets that will dictate whether organizations are successful effecting large-scale transformations.

McKinsey & Co., in February, highlighted the critical importance of frontline employees in driving business transformation. In a survey of more than 1,600 respondents whose organizations have completed change initiatives in the past five years, the consultant found a direct correlation between those companies whose frontline employees were visibly engaged in the effort and success in reaching the desired goals.

Eagle’s Chief Technology Officer Steve Taylor recently outlined the principles guiding Eagle’s deployment-model transformation. While it is clear the adoption of a cloud-native architecture and agile business model will bring new efficiencies and deliver material value to clients for years to come, what can be harder to recognize externally are all the different ways we’re engaging with our people to support and sustain the new operating model. As much as this effort will enhance Eagle’s go-to-market strategy, we expect it to be just as impactful in creating opportunities for both existing and future employees.

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Amit Bharakda, Sales Director EMEA

Local government pension schemes in England and Wales are undergoing their most radical shake up in years. Currently, the LGPS is organised into 89 pension funds; under the new model, these funds will be combined into eight large investment pools that will manage pools of assets up to £40Bn. One of the central aims of the reform is to reduce investment costs and offer ‘excellent value for money’ by achieving greater economies of scale and introducing improved governance and decision making frameworks.

Creating the operational structures required to establish a common framework and consolidate the assets of multiple separate entities is no mean feat. As Stephen Doyle, BNY Mellon’s head of UK institutional relationship development for asset servicing, identified in his recent article for the Local Government Chronicle, one of the primary considerations is the ability for the authorised entity to receive a consolidated view of the assets within the pool and to deliver consolidated reporting. Having the right data management practices and platforms in place is vital to being able to achieve this and ultimately deliver on the UK government’s goals to improve efficiency and decision making.

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