Your go-live happened.
Your organisation hasn’t caught up.
In BFSI, go-live is where the real gap begins.
Where BFSI programs start to slip
Teams interpreting the same compliance process differently.
Workarounds normalised months after go-live. Two people becoming the unofficial bridge between policy and practice.
Workarounds normalised months after go-live. Two people becoming the unofficial bridge between policy and practice.
The problem is rarely the technology. It's that the people side of transformation –
adoption, resistance, readiness – was never actively managed.
Why this keeps happening
Organisations change systems, processes, and structures. But only individuals can change
behaviour – and they do so at different speeds, for different reasons.
A training session and a comms plan address part of what individuals need to move through
change. They’re not designed to address all of it – across every team, every role, and every
geography.
Without a structured approach to the people side of change, the organisation
doesn’t change. Pockets of it do.
What this guide covers
This guide explains the discipline that closes the gap – and what it looks like in a BFSI context:
- Why BFSI transformation programs underdeliver – and why it’s rarely a technology problem
- What adoption, resistance, and readiness mean at the individual level
- How the Prosci ADKAR® Model applies directly to banking and financial services
- How organisations are building this capability – and what that looks like in practice
