CXO

Inside Nationwide's £1bn mega-transformation programme

Lessons from one of the UK's biggest infrastructure projects...

...I wish we hadn't shot the firing gun for every single programme almost on the same day and we had more effectively sequenced inception through to delivery so we knew we had the capacity," he says. "I think one of the mistakes we did make is we allowed the programmes to operate largely independently of each other. And therefore, over time, we have needed to drive much closer consolidation and integration across the portfolio.

"If you're replacing your payments platform, the banking platform absolutely needs to know when that's going to happen and also there's a risk that you waste money on re-architecting and redesigning because you're designing against both legacy and new. And I think if I'm honest we were na

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