ČSOB
“ I have two hands,” he says,“ one is to hold the umbrella to protect employees, and the other is to hold the hammer – I don’ t like to use the hammer very often.” By acting as both a shield from corporate friction and a tool for removing obstacles, Branislav empowers his teams to focus on delivery rather than bureaucracy.
It’ s also important for ČSOB to have a realistic view of the challenges that come with turning the traditional workforce into the digital future. In fact, Branislav notes that only a small number of people commit to continuing the development of their knowledge after completing their formal studies.
However, to encourage employees to take control of their learning, the bank launched SURF Studio – a dedicated department which acts as a surfing guide for its 3,500 employees. Branislav says:“ SURF Studio has one key role – to show how new technology can teach people and to spread new knowledge.” In addition, ČSOB’ s Technology Academy has been made available to every manager to ensure they can keep pace with the exponential growth of the industry.
ČSOB is also committed to fostering a successful company culture. To facilitate this, Branislav conducts quarterly“ pulse checks” to monitor the company’ s internal temperature. What’ s more, he views job rotation and continuous upskilling as essential for maintaining employee value in an era of rapid change.
“ We tell employees that rotations within a job or training on new technology will increase the quality of their role, as well as adding value to the company,” he highlights.
10 csob. cz