ACB Strategic Transformation
From Fragmentation
to Coherence
Building ACB's Transformation Control Tower
Aligning Strategy, Execution, and Innovation through Coherence Council
Context
ACB is executing at scale —
but not yet operating as one system
- 23 Strategic Initiatives (SKs) in motion
- 7 Chapters with deep expertise
- Strong execution energy across teams
But:
- Efforts are not fully integrated
- Decisions are localized
- Long-term differentiation is not yet secured
Problem
We are optimizing initiatives…
not the system
- SKs operate independently
- Chapters are not embedded in decisions
- No structured integration mechanism
We deliver progress… but not coherence
Impact
Fragmentation is creating
hidden costs
- Misalignment across Data, Tech, and Journey
- Late involvement → rework and inefficiency
- Duplication across initiatives
- Inconsistent customer experience
We may deliver outputs — but miss transformationStrategic Risk
Root Cause
Missing a "central nervous system"
Today, we lack a mechanism to connect:
- Strategy (CVP)
- Execution (SKs)
- Capabilities (Chapters)
- Future bets (Innovation)
Without this:
Integration depends on individuals — not the system
The Shift
From Initiative-Led →
System-Led Transformation
SK owns everything
→
SK owns delivery
Chapters advise
→
Chapters own standards & integrity
Decisions fragmented
→
A central body governs alignment
Solution
The Coherence Council
A decision-making engine to:
- Align all initiatives across functions
- Enforce integration
- Drive prioritization and trade-offs
Not a meeting.
A control tower.
Governance
A dual-layer governance model
Weekly — Operational Council
Data & AI
Trung
Feasibility
Focus: Integration & Decision-making
Monthly — Strategic Council
Leadership
+ Jung Kiu
Strategic direction
- Portfolio prioritization
- Investment decisions
- Innovation direction
Framework
DVF becomes the common language
Every initiative is evaluated on:
Desirability
Customer value
Feasibility
Tech & data readiness
No initiative proceeds without DVF alignment
Accountability
Clear ownership model
SK Owners
Delivery outcomes
Chapters
Standards, architecture, integrity
Council
Trade-offs and prioritization
Chapters move from advisory → authorityCritical Change
Integration
Chapter mandates across ALL SKs
- Design → Owns customer journey
- Tech → Owns architecture
- Data → Owns data & AI
- Strategy → Owns prioritization
With:
- Mandatory involvement
- Domain authority (veto rights)
Strategic Alignment
Aligning SKs with CVP
- BCG-defined CVP sets direction
- SKs deliver current value
- Council ensures alignment
Every initiative must answer:
"How does this move us toward our CVP?"Shift
The Missing Piece
Catching up is not enough —
we must leapfrog
Introduce a structured Innovation Track:
- Focus on future differentiation
- AI-driven capabilities
- New business models
Key Principles
- Separate from SK execution
- 20–30% capacity allocation
- Evaluated through DVF (with flexibility)
Integrated Model
One system. Three engines.
💡
Innovation
Create the future
Coherence Council connects all three
Ensuring we deliver, align, and leap forward — simultaneously
And One More Thing
This is not just governance
This is how ACB becomes a customer-first bank,
a data & AI-driven organization,
and a leader — not a follower — in digital banking.
If we get this right,
we don't just improve execution…
We redefine how ACB transforms.