KPA Pension
Cross-functional Business Transformation
2023–2024
Creating a customer-centred planning model across five B2B business functions.
Project at a Glance
- Organisation
- KPA Pension
- Assignment context
- Internal cross-functional business transformation
- Context
- Financial services · Enterprise
- Duration
- Approximately 9 months
- My role
- Project Lead / Business Development / Change
- Business functions
- 5
- Functions involved
- Marketing & Communications · B2B Customer Service · B2B Sales · Pension Experts · Education
- Stakeholders
- Approximately 40–60
- Stakeholder interviews
- 10+
- Cross-functional workshops
- 5+
- Executive sponsors
- Marketing Director · Head of B2B Customer Service
- Methods
- Stakeholder interviews · Operational data analysis · Process mapping · Cross-functional workshops · Facilitation · Stakeholder alignment · Implementation support
- Key deliverables
- Current-state analysis · Stakeholder analysis · Process mapping · Cross-functional planning model · Workshop facilitation · Implementation support · Business handover
- Status
- Implemented and handed over to the business
Challenge
The B2B organisation needed to strengthen customer engagement and create better conditions for sales. At the same time, several B2B functions increasingly needed support from Marketing & Communications, which was already overloaded and had become a production bottleneck. The challenge was therefore not simply to improve collaboration: the organisation needed to create more customer and business value without continually increasing the workload on Marketing. That required clearer prioritisation, shared planning, changed ownership and a more scalable cross-functional way of working.
Approach
Led a business analysis combining stakeholder interviews, operational data and process mapping to understand the current ways of working and identify root causes.
Facilitated cross-functional workshops with representatives from Marketing & Communications, B2B Customer Service, Sales, Pension Experts and Education.
Designed a new collaborative planning model, aligned stakeholders around the new way of working, secured management support and supported implementation and adoption until the model could be handed over to the business.
Outcome / Business Value
Established a shared planning process across five B2B business functions. The new way of working:
- reduced production bottlenecks within Marketing & Communications
- improved cross-functional collaboration
- shifted planning towards customer needs and business value
- increased ownership within the business
- enabled B2B Customer Service to independently deliver digital customer sessions rather than relying on Marketing
- created a more scalable approach to communication and customer engagement