The Nordic mid-sized bank, founded in early 2000, belongs to the first wave of challenger banks. The board has set new ambitious growth targets, and achieving them requires rethinking the bank’s customer-facing activities.


How to ensure the new thinking and actions complement the existing business foundation, and how to make the new strategy feel like a logical evolution to the on-going digitalisation efforts?


We ran two strategy sprints to create a hypothesis of the most effective way to increase competitiveness and attractiveness and ensure that the new vision, positioning and roadmap were executable with available resources.


  • Hypothesis being validated
  • Strategy being approved
  • Key growth metrics


  • Growth plan 2020-2023


The strategy validation is currently work in progress.

Customer testimonials

“The strategy planning method, “out-of-box with reality checks”, produced an ambitious yet feasible growth strategy, fast.”
EVP, Head of banking

“The strategy team had vast general industry knowledge, and were excellent listeners. They picked up the essentials and challenged us with great insights.”
Director, financial product and services

“What a crash course in customer-centric business intelligence and growth-driven customer segmentation.”
Business analyst

About the author

Tintti Sarola, co-founder at Ross Republic

Tintti Sarola

Tintti leads Ross Republic’s strategy team. She has in-depth knowledge of business development and branding in various B2B industries, and is known for delivering ambitious yet actionable recommendations.

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