Banking · ≈$41B operating income
Aurora Banking Group
permanent staff
18,000–24,000contractors
3.2analytics maturity
Historically buy-and-deploy into fixed roles. Aurora is shifting toward a skills-based, agile model — internal talent marketplace, squad-based delivery in Digital and Technology — but the shift is partial and the workforce data to run it (skills inventory, mobility velocity, role-to-task mapping) is incomplete. Agility is an aspiration the data does not yet evidence.
What keeps leadership up at night
Strategic challenges
Re-shape the workforce faster than AI re-prices it
55–65% of operations task-time automatable/augmentable; no role-redesign plan in placeThe cost-income and AI commitments are workforce commitments; automating around a large population without redeploying it is a conduct and morale risk, not a saving.
Lift the productivity of cognitive work
Cost-income ≈58% vs. sub-55% target; income per FTE lags peers in operationsA few points of knowledge-work productivity is a nine-figure cost-income story — but only if measured and captured honestly.
Protect and amplify the trust roles
Revenue per relationship manager varies 3–4×; advisor exits move revenueThe scarce advisory layer is the value engine, and AI augmentation widens the top-vs-median gap unless effectiveness is managed.
Stay controlled as the bank automates
AI-model-governance roles <50% staffed while automation acceleratesAutomation can quietly erode control coverage — a regulatory exposure hiding inside an efficiency programme.
Shape of the workforce
Composition
Customer-facing & advisory
34%Operations & processing
22%Technology, data & engineering
17%Risk, compliance, legal & audit
11%Corporate & SG&A
14%Senior leadership
2%The work
Projects
Strategic Workforce Planning: Re-shaping, Not Hiring
What must Aurora's workforce become — by segment, role and skill — as AI re-prices tasks and the cost-income target tightens, reconciled into a redeployment and role-redesign plan rather than a hiring or redundancy plan?
Sponsor · Group Chief Operating Officer
Workforce Productivity Intelligence: The Productivity of Cognition
Where is cognitive-work productivity created and lost across Aurora, and which levers — AI augmentation, work redesign, spans, demand management — move it, measured honestly without crude output proxies?
Sponsor · Group Chief Human Resources Officer
AI Workforce Transformation: Augment, Automate, Protect
Task by task and role by role, what is Aurora's AI exposure — what should be automated, augmented or protected — and how fast can the workforce be reshaped to capture the value while staying controlled?
Sponsor · Chief Transformation & AI Officer
Relationship Manager Effectiveness: The Trust Roles
What separates a top relationship manager/advisor from a median one at comparable book and segment, and how much revenue is recoverable by closing the gap and retaining the client-owning advisors?
Sponsor · Head of Wealth & Chief Client Officer
Banking Workforce Digital Twin: Simulate Before You Commit
Under a given AI-adoption, automation, agility and demand scenario, what workforce — by role, skill and control coverage — does Aurora need, can it get there in time, and does it remain a controlled bank throughout?
Sponsor · Group Chief Operating Officer