Santander CIB Flow-Based Transformation Case Study

In 2019, Santander Corporate and Investment Banking faced a defining strategic challenge: fintech competitors were capturing market share by delivering financial innovations in weeks whilst Santander’s technology organisation required months for comparable offerings.
This wasn’t merely an IT efficiency issue—it threatened the bank’s competitive position in corporate banking across Europe and Latin America.

With 87% of banking executives globally recognising digital agility as existential, Santander CIB’s leadership made a bold decision: transform 700+ technology professionals across multiple continents from traditional delivery to flow-based working.

The complexity was immense—multiple vendors, three languages, and regulatory constraints that couldn’t be compromised.
Leadership recognised that success required more than framework adoption; it demanded cultural transformation at scale.

They engaged our consultancy not for traditional agile training, but for our unique capability to bridge cultural divides whilst embedding sustainable competitive advantage through flow-based thinking.

Turning Point

Results That Mattered

• Strategic Capability: Transformed technology delivery from a 12-16 week constraint to a 4-6 week competitive enabler, positioning Santander CIB to respond to market opportunities at fintech speed whilst maintaining banking-grade governance
  Flow metrics demonstrated 67% cycle time reduction, validated through Obeya visibility systems that became the executive team’s primary decision-making tool for technology investments
• Operational Excellence: Achieved 60% reduction in work-in-progress, eliminating the hidden cost of context-switching and creating predictable delivery that enabled confident market commitments
  Teams moved from managing 8-10 concurrent initiatives with high failure rates to 3-4 focused deliveries with predictable outcomes, transforming technology from a business constraint to an enabler
• Vendor Integration: Converted three separate vendor relationships across multiple geographies into an integrated delivery ecosystem with shared accountability and transparent performance
  Shifted from monthly PowerPoint updates and blame dynamics to daily visual management with real-time impediment resolution, reducing vendor coordination overhead by approximately 40%
• Leadership Transformation: Executive team evolved from traditional command-and-control governance to flow-based leadership, maintaining regulatory oversight whilst enabling team autonomy
  Leadership decision cycles accelerated from quarterly planning sessions to monthly flow reviews, enabling rapid strategic pivots whilst maintaining full regulatory compliance
• Sustainable Advantage: Created self-sustaining transformation capability through internal Centre of Excellence, ensuring competitive advantages compound rather than decay post-engagement
  Internal coaches successfully transformed three additional teams independently by Q4 2020, demonstrating knowledge transfer and cultural embedding that protects transformation investments

Cultural authenticity accelerates transformation ROI—working in Spanish and respecting Hispanic hierarchical traditions delivered deeper adoption in 16 months than many English-language transformations achieve in years.

Intervention

Our intervention was designed as a strategic capability-building programme that would create lasting competitive advantage, not temporary improvement.

Rather than imposing Anglo-American agile practices, we crafted an approach that respected Hispanic business culture whilst challenging traditional hierarchies.
Delivering entirely in Spanish wasn’t a convenience—it was a strategic choice that enabled authentic cultural transformation. We positioned flow-based thinking not as an IT methodology but as a new leadership language for navigating complexity and uncertainty in global banking.

• Established strategic visibility through Obeya rooms that gave leadership real-time insight into delivery performance across vendors and geographies—transforming executive decision-making from quarterly reviews to continuous flow optimisation
• Created a two-phase transformation strategy: proving value with innovation teams (120 people) before scaling to operational teams (580 people), allowing leadership to manage risk whilst building confidence
• Implemented flow metrics that translated technical performance into business value: cycle time reduction meant faster regulatory compliance, WIP limits meant predictable delivery, throughput tracking meant competitive responsiveness
• Conducted monthly executive coaching sessions that reframed agile practices as risk management tools, helping leaders navigate the tension between regulatory compliance and market speed
• Built a Centre of Excellence as strategic insurance—ensuring transformation gains would compound beyond our engagement through internal capability that understood both global best practices and local cultural nuances
• Facilitated vendor integration workshops that transformed outsourcing relationships from contractual obligations to strategic partnerships, aligned through shared flow metrics and visual management
• Embedded flow thinking into governance structures, enabling leaders to maintain oversight whilst empowering teams—a critical balance for regulated environments demanding both agility and control

We transformed technology delivery from a 12-16 week constraint to a 4-6 week competitive enabler, positioning Santander CIB to respond to market opportunities at fintech speed.

Strategic Takeaways

Every project leaves behind more than results. It leaves perspective.
The lessons drawn from this case reflect the real decisions, risks, and shifts that shaped its outcomes.
Whether you’re scaling, shifting direction, or seeking clarity, these patterns may offer a useful lens for your own journey.

• Cultural authenticity accelerates transformation ROI. By working in Spanish and respecting Hispanic hierarchical traditions whilst introducing flow-based thinking, we achieved deeper adoption in 16 months than many English-language transformations achieve in years. Leaders who invest in cultural alignment see faster, more sustainable returns.
  Essential for any multinational organisation where competitive advantage depends on unlocking performance across diverse cultural contexts. Particularly relevant for European firms with significant Latin American operations or any organisation where language and culture create hidden performance barriers.
• Visual management transforms vendor relationships from cost centres to strategic assets. Santander’s Obeya rooms made performance transparent across three vendors and multiple geographies, converting contractual relationships into collaborative partnerships aligned on flow metrics rather than SLAs.
  Critical for leaders managing complex outsourcing arrangements where traditional governance creates adversarial dynamics. Visual flow management provides the transparency needed to align incentives and unlock collaborative performance.
• Phased transformation de-risks culture change whilst building momentum. Starting with innovation-focused project teams created proof points that convinced operational teams to embrace change, whilst giving leadership confidence to expand investment based on demonstrated value.
  Valuable for risk-conscious leaders in regulated industries who must balance transformation ambition with operational stability. Phased approaches allow course correction and cultural adaptation without betting the entire organisation.
• Flow thinking bridges the false choice between agility and governance. Santander discovered that making work visible through flow metrics actually enhanced risk management whilst accelerating delivery—governance through transparency rather than bureaucracy.
  Powerful for financial services leaders who’ve been told they must choose between speed and control. Flow-based approaches demonstrate that the real choice is between visible, manageable risk and hidden, accumulating risk.
• Internal capability building is strategic risk management. By investing in a Centre of Excellence that learned through practice rather than theory, Santander protected their transformation investment from consultant dependency and ensured continuous adaptation to emerging challenges.
  Essential for leaders making multi-million euro transformation investments. Building internal coaching capability transforms consulting spend from operational expense to strategic asset development, ensuring ROI continues compounding post-engagement.