A bank and a new CEO

I was the architect and project manager of a CRM solution for a large bank with eight totally different divisions, all with different types of clients and business models. The bank went through a period of financial difficulties, and the CEO of the company was replaced by a new entrant from another country and another company. This new CEO had to make some tough decisions and therefore cutting costs by canceling some of the ongoing projects and planned investments was a priority for him.

He was commissioned to turn the company back to profit within a three-year time window by reducing operational costs and improving market share in what was a very tough environment.

At the very start of his assignment as the new CEO of this company, he called all the business leaders and board members to a meeting and asked them to provide him with a clear picture of how often they, and their respective staff, were interacting with their customers and what the outcome of all...