$6B Credit Union Improved NPS (2pts) and Increased Employee Satisfaction (100%)
When a $6B credit union’s digital transformation stalled — leaving frustrated employees and dissatisfied members in its wake — they needed a partner who could help them get it right the second time. We came in, addressed the human and organizational side of the implementation that had been overlooked, and delivered results that spoke for themselves.
Challenge
A prior failed digital transformation had already taken its toll, driving both executive and employee exits and sending satisfaction scores into decline. The organization needed more than a technical fix — they needed to rebuild trust, alignment, and momentum from the ground up.
Solution
We addressed the communication gaps that had quietly undermined the first transformation effort by establishing an employee user group — giving the people closest to the work a direct voice in shaping the solution. We then worked to surface and resolve known issues before they could derail the launch. We also fundamentally changed how cross-functional teams worked together, shifting from a hand-off approach to early, integrated collaboration that caught problems before they had a chance to compound.
Result
The organization had braced for impact — a war room of nearly 20 people pulled from their day jobs to manage the expected chaos. Instead, launch day was quiet. They returned to their normal roles almost immediately. Known issues were down 94%, NPS improved by 2 points, and employee satisfaction with the transformation hit 100%.
Best Practices
Forming an employee user group proved essential, giving the people closest to the work a voice in shaping the solution and catching problems early. And just as we’ve seen elsewhere, integrating the cross-functional ecosystem early — before the work was fully defined — made all the difference between a transformation that sticks and one that doesn’t.