Cassa Lombarda, a leading banking organization specialized in high-level individual asset management, builds a Vision that brings together momentum towards the future and stable attachment to the traditions and the values at its foundation. The clients of tomorrow will always find the welcome and attention to detail of a boutique, as well as efficiency and cutting edge, market updated reality.

The challenge

The challenge is based on three key elements of the organization:

The context

A highly compacted company with a great tradition and excellent employee loyalty and seniority in need of a fully articulated and profound renovation process.

The managerial model

The manager-employee organizational processes which often arise after long-term collaborations, highly diverse within the organization.

The processes in place

The non-customary practice with analytical and developmental HR tools by most organizations, which could bring evaluative misunderstanding to the whole process and make it challenging to introduce a stable operation.

The solution

The project was divided into two phases: identifying new behaviors consistent with the Vision and defining a photograph to represent the adhesion to such a model.

The tight collaboration with the General Direction, the HR Direction, and the Processes Direction has allowed for a mapping starting from strategic elements and the organization's reality.

First-level managers have been involved in interviews to provide the framework of concrete needs. The desired behaviors have been first matched with a set of competencies in line and defined in terms of the organizational processes and company plans' evolution.

Communication with all parties (managers and professionals) along the way has always been clear and transparent: active involvement and constant and ongoing feedback.

Investigating strengths and areas for improvement compared to the model identified and approved has been voluntary. The tools (surveys and tests) have been adjusted according to expected competencies, cluster membership (managers vs. professionals), and built ad hoc. All employees have been invited to participate following the definition of the objectives and modalities within the project framework. Participants have received private, personalized, and development-oriented feedback.

At the end of the project, the aggregated results of the analysis activities and an option or training and development path have been presented to support the entire company population.


The choice not to refer to a standard model and to collectively build a tailor-made competency architecture has allowed to simplify different aspects of the project and provide a consistent answer to the challenges identified:

In terms of context

Most company resources have felt involved, and understood the spirit of the project and actively collaborated at any point in time, allowing for great involvement rates, all voluntary.

From a managerial standpoint

Having involved the first line directly and having met for individual feedback all those who have participated in the investigative activities have contributed to unveil the need of a more unambiguous and identifying managerial style.

As for the processes

The company has been autonomous in mapping future competencies through a series of ad hoc tools, which are in line with company resources.