DNB Consulting

In 2023, DNB conducted an assessment of which technology will best support our and our customers’ need for issuance and monitoring of loans to corporate customers. The work was part of our long-term ambition to replace our old core systems. This is important for reducing risk, increasing internal efficiency, improving customer experience and creating greater flexibility for future business development.

Consulting assisted the project with:

• Assessment of the different supplier options
• Stakeholder management and change management across all involved environments in the bank, including assessments of what implications different solution alternatives would have for customers and employees
• Preparing a business case for different investment scenarios with associated business gains
• Assessment of strategic risk associated with the decision
• Project support and preparation of decision documentation for management
• Plan for profit realisation

In March 2022, DNB bought Sbanken and a merger program was created. DNB and Sbanken are two brands in the DNB group facing the Personal Market. The aim was to create two distinct differentiated brands that target different customer segments with different value propositions and customer surfaces. The merger program lasted until May 2024.

Consulting was involved in the early phase of the merger and throughout the integration with the customer and was responsible for important deliveries in the programme.

The project delivered:

• New strategic approach and target image for the Sbanken brand concept from DNB
• Planning and implementation of legal merger
• Full integration of the Sbank, including clarification of internal organisational units
• Preparation of service concept in customer centre for handling and care of end customers
• Implementation and migration of customers
• Developing future organisation for the Sbanken concept of DNB

In the spring of 2021, DNB conducted a materiality analysis of DNB. With this and more as input, a revitalised sustainability strategy was launched in the summer of 2021, with ambitions to take a leading position pioneering a sustainable transition. Consulting was involved at key steps along the way:

The project delivered:

• Materiality analysis for the DNB group with recommendations for prioritising the ESG theme
• Specification of DNB’s sustainability goals for 2030.
• Terms of reference and set-up of a new sustainability committee at the DNB group to coordinate the work of delivering on sustainability goals
• Designing and deciding on a new approach to ESG data that makes it possible to automate reporting and collect and use ESG data in completely new ways
• Measures and framework for monitoring expertise building on sustainability at DNB

The purpose of the project was to produce a strategic scenario for the large customer segment over the next three to five years.

The project delivered:

• a current situation analysis
• strategic scenario, ambition and strategy for the next three to five years
• recommended measures

The project has drawn up a plan for how a large customer can proceed in order to achieve their ambition to become Norway’s leading player in New Construction, as well as secure growth in other key areas.

Project SME service was launched to increase customer satisfaction for the smallest corporate customers. The purpose of the project was to recommend measures for how to increase customer satisfaction.

The project had four key deliverables:

• analysis of the current situation and challenges
• competitor analysis
• segmentation model for grouping customers as required
• suggestions for service concepts adapted to new segments

The project recommended developing new customer segments, with a hypothesis that new segments contribute to a better understanding of customers’ needs. New customer segments will make it easier to develop customer-centric operating concepts, which the project expected would increase customer satisfaction.