Evaluation of the Organizational Unit Restructuring Process in the Financial Services Sector

Abstract

The restructuring process often encounters challenges, such as employee resistance to change, which can lead to decreased productivity. Additionally, aligning new organizational structures with existing business goals can be complex and time-consuming. Communication issues may also arise, leading to misunderstandings and confusion regarding new roles and responsibilities. This study aims to provide recommendations for improving the restructuring process of organizational units in the financial services sector. The research employed multiple methodological approaches, including scientific literature analysis, expert evaluation, in-depth interviews, process analysis and modeling, and case study analysis, to examine the theoretical aspects of restructuring methods and investigate existing organizational restructuring processes in financial institutions. Based on empirical research results, an enhanced restructuring process for financial services organizations was developed to address critical deficiencies in the previous approach, where teams operated in isolation from each other and from clients, changes required complete start-to-finish implementation, prioritization was conducted subjectively, and defect resolution interrupted the entire product development process. The improved process, based on SAFe or LeSS methodologies depending on the product type, integrates teams, 
planning, prioritization, and customer feedback into a more cohesive system that enables a faster response to required changes and emerging defects, while slowing rather than interrupting product development. This enhanced approach results in more efficient product development and clearer roles, responsibilities, and support functions for multifunctional product development teams.