Digital Check-up — Enterprise Diagnostics with the Skolkovo Foundation

Context

The Digital Check-up was an enterprise diagnostic delivered jointly with the Skolkovo Foundation. It examined how 24 bank departments worked, which business and technology needs they faced, what prevented initiatives from progressing, and where external solutions or new ways of working might help. The scope crossed business, product, technology, risk, data, payments, HR, procurement, marketing and customer-service functions.

My role

I initially worked as the project co-ordinator, organising the work across participants and supporting the collection and consolidation of interview material. I subsequently moved into an analyst role: I reviewed the source interviews, structured the evidence and translated fragmented working notes into connected department profiles that could be understood outside the immediate project team.

Full analytical report

I created a navigable bilingual-ready HTML report based on the original interview extracts and the consolidated project report. It contains:

• 24 readable department profiles explaining what each function does, its objectives, internal clients and interactions;
• the principal business problems, technology requests, constraints, examples, figures and supplier-selection criteria recorded in the interviews;
• an analytical context for every department: its place in the banking value chain, inputs, outputs, internal customers and suppliers, likely measures of performance and boundaries of responsibility;
• a problem → cause → consequence → request view for the main pain point in each profile;
• a bank-wide interaction map showing customer servicing, retail digital-product, corporate and SME, and enabling-function chains;
• a dependency matrix across all 24 departments and a synthesis of recurring systemic constraints, including scarce technology capacity, lengthy procurement, security requirements, fragmented data and competition for delivery priorities;
• department-specific glossaries and short explanations of banking processes for readers without prior bank context;
• explicit evidence labels separating source facts, respondent opinions, proposed solutions and analytical conclusions;
• the complete interview notes in collapsible appendices, allowing every summary to be checked against its source.

Analytical value

The report preserves source traceability while making the material usable for an external analyst. It explains why the same issue appears in several interviews, where ownership passes between teams and why an individual department may identify a need but cannot implement the solution alone. It also records questions requiring later validation, such as KPI units, process owners, service levels, data sources, success criteria and the post-2020 status of initiatives.

Outcome

The result is not simply a collection of interview notes. It is a structured diagnostic artefact that supports comparison across functions, identification of shared constraints and preparation of a prioritised transformation or technology-opportunity backlog, without presenting analytical interpretation as established fact.