A new manager programme for a Big Four US bank across India and the Philippines

The challenge

A Big Four US bank was promoting strong individual contributors into manager roles across its global capability centres in Hyderabad, Bengaluru, Chennai and the Philippines. Each centre developed new managers its own way, so the leadership a team member experienced depended on which site they sat in.

Context

These managers led teams serving the same US and global stakeholders across time zones, inside the risk, compliance and control expectations of a globally regulated bank. Global leadership wanted one people-leadership standard across both countries, not a different version in every centre.

Our diagnosis

The gap was the move from doing the work to leading it: delegating without losing control, running one-on-ones, giving feedback early, setting clear expectations and managing upward to onshore leaders in a matrix organisation.

The intervention

One new manager curriculum covering the contributor-to-manager transition, delegation, coaching conversations, feedback, performance expectations, leading hybrid and distributed teams, and communicating with onshore global stakeholders. Practice scenarios came from global banking operations so the work felt real, with the same frameworks used in every country.

How it was delivered

Cohorts ran in Hyderabad, Bengaluru, Chennai and the Philippines on a single design and facilitation standard, with examples tuned to each centre so managers in both countries left with a common leadership vocabulary.