The bank project management tool supported crisis management by the crisis task force
The first signs of the covid-19 crisis in Asia heralded unprecedented repercussions, making it necessary for all best possible intentions to work together to support the task force. “Crisis units” were established at the beginning of March to monitor and consolidate of their actions on spreadsheets. The management of the crisis became sprawling with exponential daily meetings, inter-dependencies between different works in progress etc… People thus required a digital environment that could effectively support the work. A solution was required fast.
The Transformation, Organization and Major Projects Department (D.T.O.P.) of the bank entered the game: since One2Team was already used for large projects, helping to coordinate teams that will potentially be merged with the crisis, why not take it and adapt it for crisis management?
A team run by Sébastien LEMAROTEL- Senior project manager of D.T.O.P ran a brainstorming that led to the creation in One2Team of digital environments dedicated to:
- Facilitate meetings and decision making at a distance for business continuity plans and crisis management
- Allow different crisis units to check each other information
- Support an enterprise wide process by distributing actions to contributors beyond the scope of the crisis unit
- Onboard faster new users without any training prerequisite
Trained by the Customer Success teams on the One2Team One2Team, Sébastien LEMAROTEL’s team has fully in hand the solution and can customize workplaces adapted to their internal clients. Thanks to the reactivity and the flexibility of the One2Team, this adaptation of the Crédit Agricole Provence Côte d’Azur platform for crisis units was delivered in 48 hours.
With the daily reporting generated with centralized data in One2Team, the Crisis management solution is presented and adopted directly by the Executive Committee.
It is personalized to help generate actions and decision making in the immediate and short term about COVID crisis.
Instantly, users developed skills to properly use the tool: open, urgent and priority items… progress and pending actions. After a week, the solution became a no brainer, with surprising examples of creative usage to go even faster in retrofitting sites and branches to the social distancing rules.
When control leads to creativity…
Credit Agricole Provence Cote d’Azur saw that during this crisis period, creativity was fundamental! The control of the solution allowed D.T.O.P. to imagine some creative usage.
Convinced that a picture is better than a 1000 words, Sebastien Lemarotel invited the Site Managers and Construction Services members to take pictures and share them in their action cards. This enables to evaluate the feasibility and complexity of implementing new sanitary rules.
These photos are taken and shared on the One2Team platform. They are available centrally, for all members of the unit, which enables managers to make live analysis and recommendations (installation of partitions, add plexiglass, how to layout the offices, etc.). Construction Service people can list their actions and give visibility on their progress. They share their challenges and ask for help from the decision makers, and their good practices with their counterparts. The final status report is very visual.
An acceleration of users and usages
By designing and offering a crisis management environment very rapidly in One2Team, D.T.O.P demonstrated on one hand its reactivity with a response fast and simple to adopt, and on the other hands has created new emulations to use digital tools within their team..
This episode was the opportunity to show with a concrete example the interest of the One2Team platform and accelerated enrollment for additional users. This discovery phase will now give way to a roll out monitored by D.T.O.P.
Emboldened by this experience and convinced of the multiple possibilities offered by One2Team, D.T.O.P. launched its professionalization project to accelerate company digitalization, thanks to the interfaces ergonomy and ease of adoption to supports daily usage. One2Team will be the backbone tool on which processes and different usages will be digitalized..
Autonomous to create solutions, D.T.O.P can proactively, based on internal Clients needs, offers one unique work space for:
Action plan and crisis management,
The personalization of One2team for the Crisis units in an emergency situation was eye-opening to support Crédit Agricole Provence Côte d’Azur transformation project and to prove the collective and individual interest of One2Team.
Thank you to Sébastien LEMAROTEL for sharing your experience with One2Team.
About D.T.O.P. – The Transformation, Organization and Major Projects Department
Since 2018 Credit Agricole Provence Côte d’Azur branch has been operating a business transformation where digital is a means and an objective. With the slogan « 100% Human, 100% digital » this transformation requires a tool capable of managing 30 programs simultaneously with shared common connections of different subjects and actions.
One2Team was selected in 2019 for its capacity to make teams work together more efficiently. Immediately open to its 2500 collaborators, the One2Team platform to deliver Work & projects allows, for each individual, whatever their role, to contribute to projects and the company transformation.
One of its initiatives is to professionalize project management. For this, D.T.O.P. has a mission to bring methods and tools to centralize all company projects and provide to the board of directors an instant 360° visibility.
Their goal is to put its collaborators in a shared work environment with universal methods that insure consistency in transversal projects and in the monitoring of all different initiatives.
Beyond the ease the tool, which is very important for its success, diversity of the use of the tool is also key. From this point of view the Covid crisis acted like an accelerator, as it has been for other firms, in the adoption of digital communication tools. Certain users were able to measure the importance at their level, within the projects and in the context of the entire Regional office.
The challenge is to guarantee a seamless adoption of an additional tool even if project management is not the user’s primary responsibility. Simple stakeholders were able to evaluate the impact of the tool on projects at the regional office level.
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