HOW DID BANPAIS ACHIEVE AN OPERATIONAL TRNANSFORMATION
BANPAÍS
From manual processes to a digital, efficient, and customer-focused operation.
BANPAIS identified the need to strengthen its operational efficiency, modernize its channels, and improve the customer experience in a highly competitive environment.
To achieve this, they partnered with London Consulting Group to develop a project structured into two phases. Using a comprehensive approach, solutions were implemented that enabled the bank to optimize its processes, accelerate its digital transformation, and align its strategic objectives for sustainable growth.
WHAT CHALLENGES DID BANPAIS FACE BEFORE ITS DIGITAL TRANSFORMATION?
BANPAIS had an operation based on manual processes, low commercial productivity, and an organizational structure that was poorly aligned with the organization’s strategic objectives. The lack of integration between departments and digital tools hindered data-driven decision-making and negatively impacted the customer experience. Some of the main challenges were:
- Manual operating processes with high workloads.
- Low effectiveness of existing commercial channels.
- Insufficient customer segmentation and passive management.
- Unorganized and inefficient customer service model.
- Lack of integrated tools for monitoring KPIs.
- The organizational structure was not adapted to the bank's growth.
WHAT WAS THE OBJECTIVE OF BANPAIS’S DIGITAL TRANSFORMATION PROJECT?
The project focused on a digital transformation that would integrate operational efficiency, customer experience, and strategic sustainability. The goal was to turn BANPAIS into an agile institution, with modern digital channels and an operational framework that aligns with the new demands of the financial market.
The plan was executed in two phases:
- Optimizing the customer service model and segmenting by type of customer.
- Improving commercial productivity in companies, individuals, and SMEs.
- Restructuring the branches and banking agent channel.
- Implementing strategic, tactical, and operational dashboards.
- Designing and institutionalizing management and follow-up procedures.
- Strengthening the payment collection model and customer behavior analysis.
- Strengthening the POS channel and optimizing the CRM.
- Developing the microfinance model with a commercial approach.
- Redesigning the organizational structure and functional alignment.
- Automating processes and digitizing the commercial operations.
- Professionalizing the product portfolio and corresponding management model.
- Improving analytical tools to improve decision-making.
WHAT SPECIFIC SOLUTIONS WERE IMPLEMENTED IN THE PROCESS?
The project was carried out in two phases that integrated the organization’s various hierarchical levels, combining digital tools, change management, and structured methodologies.
London Consulting Group's approach ensured that the teams adopted the model, professionalized the operation, and generated sustainable results over time.
- 01 Operational and commercial execution
- 02 Professionalization and digitalization
OPERATIONAL AND COMMERCIAL EXECUTION
- Initial diagnostic through interviews, visits, and data analytics.
- Joint implementation with commercial teams, branches, and bank agents.
- Developing dashboards, key indicators, and management dashboards.
- Training on operational procedures and using indicators to make better decisions.
- Working together with middle management to institutionalize new practices.
- Adjusting the commercial models and following up on weekly results.
PROFESSIONALIZATION AND DIGITALIZATION
- Designing management models for microfinance, CRM, and POS channel.
- Automating operational flows with a focus on efficiency and scalability.
- Redesigning the organizational structure with the participation of senior management.
- Training in commercial governance, and cohort and segmentation management.
- Strengthening the product department with new management methodologies.
- Ensuring the model’s adoption through coaching and work sessions.
WHAT WERE THE RESULTS OF THIS DIGITAL BANKING TRANSFORMATION?
Due to the collaboration between the bank and London Consulting Group, results were achieved that enabled the success of BANPAIS’s digital transformation project, directly impacting key productivity, efficiency, and profitability indicators.
PERSONAL BANKING
in individual loan allocations: The products and commercial follow-up process were strengthened, improving the penetration of personal products.
in housing loans: Optimizing processes and specific commercial strategies for this segment.
in credit card allocations: Growth driven by improved prospecting and follow-up practices.
in insurance allocation: Integrating complementary products within the commercial process.
in fund acquisition: Strengthening the strategies to increase the funds managed by the bank.
in cancellations: Reduced cancellations due to improved customer experience.
profitability in reactivated accounts: Activating inactive clients with a profitable approach.
PERSONAL BANKING AND CHANNELS
in branch productivity: Redesigning roles and responsibilities to maximize operational efficiency.
in CRM utilization: Improving the adoption of digital tools and commercial follow-up.
allocation improvement in optimized branches: Direct impact of the restructuring process and aligning the objectives.
in commercial management: Strengthening the effectiveness of the daily operations.
in POS effectiveness: Optimizing the point-of-sale channel.
in active businesses: Increasing the commercial partners’ network’s activity and productivity.
return per POS channel: Higher commercial profitability in this channel.
CORPORATE BANKING AND CHANNELS
in the effectiveness of commercial visits: Better planning and execution of the B2B sales process.
in portfolio growth: Solid expansion of the business portfolio.
in business acquisition: Increasing the amount of resources from corporate clients.
profitability in reactivated accounts: Effective reincorporation of companies with business potential.
return in branches: High impact in branches with a business focus.
RETURN ON INVESTMENT
The financial impact of the project was significant:
In Phase I, an ROI of 8.3 to 1 was obtained, while in Phase II an ROI of 8.7 to 1 was achieved with a forecasted annualized return of 10.9 to 1
This improvement project has been one of the most profitable in the bank's recent history.
The results obtained reflect a comprehensive improvement in the bank's operations, delivering tangible gains in efficiency, productivity, and organizational alignment. The implemented changes enhanced BANPAÍS's ability to adapt to the current financial environment and sustain its growth in a structured and profitable way.
WHAT DID BANPAIS LEADERSHIP SAY ABOUT THE PROJECT?
“Digitalization and innovation in products and services have been key to keeping us at the forefront and providing our customers with added value that strengthens their loyalty and enhances our market position.”
- María Selman Housein, Executive President, BANPAIS
DO YOU WANT TO LEAD THE DIGITAL TRANSFORMATION IN BANKING?
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