Fewer branches, more digital channels: a lender restructured its operation without losing its team

Personal and payroll lending company with about 450 employees, a network of service points in mid-sized cities and a growing digital operation. The restructuring would cut the physical network in half.

Management wanted to redeploy most people rather than let them go, but did not know who was willing to change roles or what the transition would require.

Change Readiness (IPM)

Why this instrument. IPM Entry gives a quick read of all six pillars, in line with the tight restructuring timeline, and can be repeated as a pulse soon after the change.

Format: Entry · Respondents: 372 of 450 (83%)

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What changed in operations

• Readiness index moved from 50 (Emerging) at baseline to 61 (Structured) in the pulse.
• 78% of staff from closed service points were redeployed into new roles.
• Service point closures were completed on the planned date, with none reopened.
• Digital collections productivity reached target in the fourth month after the transition.

What this case teaches

• Clear, public redeployment rules eased anxiety more than any campaign.
• Those moving into digital roles needed a ramp-up period with reduced targets, and this was agreed in advance.
• Measuring before and right after allowed course corrections while there was still time.