Raiffeisen stavební spořitelna a.s.

Raiffeisen stavební spořitelna: from product sales to full-fledged financial

advisory

With Raiffeisen stavební spořitelna a.s., we have prepared a strategy and transformation program IOS 2.0, aimed at transforming the internal sales network into a modern consulting channel of the Raiffeisen group.

We responded to the decline in the number of advisors, the increasing pressure from competition, and the retreat from a product-oriented model.

Together, we designed a new distribution model, leadership, compensation, and a digital backbone of the network, thus creating a solid foundation for implementation by 2027.

With Raiffeisen stavební spořitelna, we have prepared a strategy and transformation program IOS 2.0, aimed at transforming the internal sales network into a modern consulting channel of the Raiffeisen group.

We responded to the decline in the number of advisors, the increasing pressure from competition, and the retreat from a product-oriented model.

Together, we designed a new distribution model, leadership, compensation, and a digital backbone of the network, thus creating a solid foundation for implementation by 2027.

600 advisors by the year 2027

target network size

112,000 more customers

deeper and more long-term work with clients

3 products per client

shift towards comprehensive consulting

Context:

The internal sales network of Raiffeisen Stavební spořitelna is a key distribution channel for the Raiffeisen group in the Czech Republic. In recent years, however, it has faced strong market pressure, competition, and regulation. Since 2019, the number of active advisors has decreased by 22%, and performance has remained dependent on building savings, whose potential has been gradually diminishing.

At the same time, the strength of banks, multi-channel advisors, and digital players has increased, offering clients comprehensive services across life needs. Without changing the distribution model, the network risked losing its business significance within a few years.

The IOS 2.0 strategy thus emerged as a response to this pressure and as an opportunity to build a modern advisory channel for the future.

The internal sales network of Raiffeisen stavební spořitelna is a key distribution channel for the Raiffeisen group in the Czech Republic. In recent years, however, it has faced strong market pressure, competition, and regulation. Since 2019, the number of active advisors has decreased by 22%, and performance has remained dependent on building savings, whose potential has been gradually diminishing.

The IOS 2.0 strategy thus emerged as a response to this pressure – and as an opportunity to build a modern advisory channel for the future.

Goals:

The goal is to build a fully functional consulting channel for the Raiffeisen group by 2027.

Strategic goals of the transformation:

Build an efficient network of 600 sales representatives
Expand service to 480,000 clients
Increase productivity to 3 products per client

The transformation is taking place in five pillars: people, systems and processes, brand, client base, and product portfolio. The goal is to shift the network from product-oriented sales to the role of a strategic financial partner for the client.

1. New Strategy and More Efficient Processes

Creating a clear mission, vision, and strategic goals for all levels of the company. Elimination of duplicate activities and implementation of 51 specific initiatives to improve efficiency.

Modernization of IT systems and the design of two new customer services.

2. Transformation of Corporate Culture

Reorganization of key departments and redefining roles in management.

New recruitment strategy, strengthening of employer branding, and increasing wage competitiveness.

Implementation of a performance measurement system and linking rewards to productivity.

Enhancing managerial skills through assessments and development plans.

Setting clear standards of behavior and team rituals to improve collaboration.

3. Intensive Change Management

Establishing the role of transformation manager to support the owners of change initiatives.

Regular strategic meetings and transparent communication between management and employees.

Systematic collection and evaluation of feedback to maintain the momentum of change.

Implementation

The IOS 2.0 transformation began with a simple question: how to create a long-term strong and resilient ecosystem from the business network?

The analyses revealed that the answer lies in comprehensive financial advisory. The network already had strong relationships with clients and rapidly growing performance in banking products (mortgages 2021–2024 +902%, minute loans +981%). Therefore, the strategy set a clear direction: by 2027, to build a stable network of advisors who guide clients through life stages and address their finances comprehensively.

In the spring of 2025, the vision transformed into concrete proposals. A new leadership model, organizational structure, and career paths were created, along with a redesign of the compensation supporting acquisition and cross-sell, and a proposal for a digital advisory ecosystem (CRM, dashboards, client card). Meanwhile, regional leaders and transformation ambassadors across the Czech Republic were involved as change carriers.

1. New Strategy and More Efficient Processes

Creating a clear mission, vision, and strategic goals for all levels of the company. Elimination of duplicate activities and implementation of 51 specific initiatives to improve efficiency.

Modernization of IT systems and the design of two new customer services.

2. Transformation of Corporate Culture

Reorganization of key departments and redefining roles in management.

New recruitment strategy, strengthening of employer branding, and increasing wage competitiveness.

Implementation of a performance measurement system and linking rewards to productivity.

Enhancing managerial skills through assessments and development plans.

Setting clear standards of behavior and team rituals to improve collaboration.

3. Intensive Change Management

Establishing the role of transformation manager to support the owners of change initiatives.

Regular strategic meetings and transparent communication between management and employees.

Systematic collection and evaluation of feedback to maintain the momentum of change.

Kogi delivery and the role of consultants

Kogi consultants led the transformation phase of IOS 2.0 from strategic design to specific solutions ready for implementation. Together with the RSTS team, we designed the target distribution model, new leadership and competency framework, redesigned the reward system, and the structure of the digital consulting system as the backbone of the future performance of the network.

At the same time, we ensured program governance, facilitated key workshops, and actively involved managers and regions so that the change was not only designed but also truly accepted and managed.

1. New Strategy and More Efficient Processes

Creating a clear mission, vision, and strategic goals for all levels of the company. Elimination of duplicate activities and implementation of 51 specific initiatives to improve efficiency.

Modernization of IT systems and the design of two new customer services.

2. Transformation of Corporate Culture

Reorganization of key departments and redefining roles in management.

New recruitment strategy, strengthening of employer branding, and increasing wage competitiveness.

Implementation of a performance measurement system and linking rewards to productivity.

Enhancing managerial skills through assessments and development plans.

Setting clear standards of behavior and team rituals to improve collaboration.

3. Intensive Change Management

Establishing the role of transformation manager to support the owners of change initiatives.

Regular strategic meetings and transparent communication between management and employees.

Systematic collection and evaluation of feedback to maintain the momentum of change.

Results:

The organization has obtained a complete design of the future form of the internal business network prepared for implementation by 2027:

Target organizational structure
Career paths corresponding to the consulting model
Specific redesign of the compensation system including the business brief
Design of a digital consulting system with defined quick wins and a roadmap including
the business brief
Leadership model and activation plan for the network through ambassadors and regional
implementation strategies
These outputs created the assumptions for launching the implementation of the transformation until 2027.

Raiffeisen stavební spořitelna a.s.

Raiffeisen stavební spořitelna a.s. (RSTS) is a significant financial institution focused on housing finance. It primarily offers building savings and loans for acquiring or renovating housing.

“I would like to thank the Kogi team for their key support in preparing the IOS 2.0 strategy, and especially for translating this ambition into specific transformational outputs in Phase II. I appreciate their ability to combine market experience, data-driven approaches, and intensive work with our managers and regions.

Thanks to this collaboration, we have a clear proposal for the future form of the internal sales network, ready for decision-making and subsequent implementation. The transformation of IOS 2.0 is a fundamental step for us to make RSTS a modern consulting channel of the Raiffeisen group and to withstand competition in the long term.”

Jiří Antoš, Chief Commercial Officer / Member Of The Management Board