TNB, The National Bank, had made huge strides in technology while also keeping their core products moving forward at a conservative pace. This strategy served them well, but they realized to create true innovation — from organizational culture to the tech stack — even the location of the offices needed to change to attract a different kind of talent. The bank, however, still needed to remain at arm’s length. Finlabs, a wholly-owned subsidiary, was created to focus solely on the creation of new financial products and services with the plan to have half of those spin out into separate legal entities, and the other half to go back into the bank and enrich its current offerings.
The assignment was to develop a template for design projects. The client was a design firm of 35 people, and would have small teams of 2 to 5 people work projects, but there was no consistent process moving from business lead to contract through completion. A template would allow there to be a unified checklist, making sure a few tasks were always completed, no matter what the project, and it could also be a working document that the teams used to move towards completion. The first step in one of my organizational projects, after all of the contracts are signed, is scoping the project. This project was not only a complex beast of information, procedure, and people, but it also existed in a larger context, the design firm itself and branched off into HR, Sales, and Management.
BETHEL PARK, PENNSYLVANIA, eight miles south of Pittsburgh, is a middle class suburb with an aging population. UPMC South Hills, an outpatient facility that was built in the 1990s, had grown to include cardiology, endocrine surgery, gastroenterology, neurosurgery, obstetrics and gynecology, ophthalmology, orthopedics, primary care and internal medicine, urology, diagnostic imaging, lab services, physical therapy, and a walk-in clinic. More broadly, UPMC’s network was also expanding, opening and acquiring dozens of clinics and hospitals in the region.