Raiffeisenbank: Support and Clear Goals – How to Become a Digital Leader

When you hear “digital transformation,” you might not immediately picture a bank where employees eagerly embrace new digital tools, send fewer emails, and voluntarily complete digital academies.

But that’s exactly what happened at Raiffeisenbank. And it all started with a bold ambition: to become a digital leader and level the “score” with other players on the market.

Ambition, Determination, and Vision

Raiffeisenbank set a clear goal – to become a digital leader and increase the utilization of digital tools among employees. What does that mean? Simply put, more people effectively using SharePoint, OneDrive, OneNote, and other tools already available to them.

The mission was clear – to reach the banking and insurance market benchmark within the Digiskills Index, and with the aspiration that employees would on average complete 80% of assigned academies. In short, Raiffeisenbank had a concrete vision of where they wanted to go.

Together, using the Digiskills Assessment, we identified how to target education, prepared a learning journey, improved their learning portal, and launched PRODIGI, the name Raiffeisenbank gave their education program.

It was also one of the most extensive projects we have done so far.

CHALLENGES: Communication, Leadership Engagement, Data Gymnastics

The degree of customization and reporting presented big challenges. And it’s understandable – a major banking client needs not only high-quality learning content, but also a secure platform and reliable data for evaluation. Challenge accepted!

Dana Fajmonová, Head of People and Culture at Raiffeisenbank, stated:

“The key was leadership involvement, continuous communication, and reporting.”

Do you face something similar in your company?

What Did It Mean in Practice?

• Secure login via SSO.

• Workshops for managers to create digital visions.

• Regular Power BI reports so leadership had a clear overview.

And it worked!

“All senior managers had continuous access to an overview of their division – how many people were studying, what percentage of their academy had been completed, and how their division was performing overall. In addition, senior managers could attend a workshop with a digital coach to set a digital vision for their division. This vision also included identifying the digital skills needed to make it real,” summarized Dana Fajmonová.

When It Works, It Shows

After one year, the reward came. And it wasn’t just certificates or the ability for every employee to see their progress in the Digiskills Index – 80% completion of assigned academies among registered employees showed up in everyday work and operations:

• Increased utilization of tools like SharePoint, OneDrive, OneNote.

• Up to 46,000 hours saved annually thanks to more efficient use of digital tools (each employee saves about 2 hours per month).

• One of the main goals – moving in the Digiskills Index to the benchmark level in the sector – clearly achieved.

• Improved digital culture also “checked” – even more frequent use of links to online storage instead of email attachments marked progress.

PEOPLE: HR as a Strategic Partner

For successful learning, the right combination of approach, motivation, and targeted content delivered flexibly and clearly (a hallmark of Digiskills) is essential.

The importance of leadership support and integrating learning into HR strategic priorities once again proved to be the best path forward.

“What I consider crucial is that it was a comprehensive year-long program directly tied to the bank’s strategic ambition – to become a digital leader. Leadership involvement and support were important, as was intense communication of employee benefits, but in this case also the obligation to complete assigned courses. From a learning design perspective, access to the online platform worked very well – people could study micro-courses flexibly according to their time options,” said Dana Fajmonová.

COOPERATION: Client First

For us, Raiffeisenbank represents a client that knows what it wants, comes with its own ideas, and is open to effective cooperation, constructive discussion, and jointly finding the best path.

We delivered:

• Digiskills Assessment™ to measure skills before and after the learning program, with an option requested by Raiffeisenbank for each learner to track their own progress directly in the portal.

• A learning portal and the PRODIGI program content with online courses tailored to different user groups.

• Digital coaches for leadership and managers.

• Through API, Raiffeisenbank’s analysts could build custom reports in Power BI.

In short: no “click here” training, but professional, clear education that works even for people who watch every minute.

“Together with all bank employees, we embarked on a program of adopting digital technologies and worked on improving task management and sharing, team communication, and even using AI,” added Dana Fajmonová.

AND WHAT ABOUT YOU?

• Do you want to save 46,000 hours a year? Or do you have other ambitions, like becoming a digital leader? Get in touch!
• We’ll help you find the right path, avoid pitfalls, and systematically develop digital mindset across your company.
• Whatever your industry – we’ll meet you where you are and together turn digital skills into your strength.