Shinhan Card, Digital Platform-Oriented Organizational Restructuring..."Establishment of CX Innovation Team"

Strengthening Platform-Based Business Promotion Organization
Introducing S.A.Q Organization to Address Core Issues and Establishing CX Innovation Team

[Asia Economy Reporter Ki Ha-young] Shinhan Card has undertaken an organizational restructuring to fully develop new business models based on data digitalization as a life & finance platform company.

Shinhan Card announced on the 29th that it has carried out a 2022 organizational restructuring focused on a digital platform model along with related personnel changes.

First, the 'DNA Business Promotion Team,' which was established to develop three major new platform businesses, has been formalized into the 'pLay Business Headquarters.' Additionally, through company-wide organizational R&R adjustments to enhance platform content operation efficiency, Shinhan Card will actively promote platform-based businesses such as life business providing consumer-centric lifestyle financial services and non-financial benefits, and individual business finance supporting merchant operations comprehensively.

Alongside this, to strengthen the platform-type resource management system, the H&I (Human Resources & ICT) Group was newly established to enhance company-wide workforce and ICT expertise and to secure the infrastructure and process independence of platform businesses.

With this restructuring, a S.A.Q (Solve All Questions) organizational structure will also be introduced to address core company-wide issues. This will enable projects that transcend departmental and headquarters boundaries and support an organizational system that can swiftly execute small-scale tasks separate from each department’s core duties. In particular, through the establishment of the CX Innovation Team, Shinhan Card will promote quality management of online and offline customer experiences and company-wide change management.

To support this organizational restructuring, Shinhan Card has boldly implemented changes in digital leadership. Under the personnel principle of appointing outstanding talent based on capability beyond seniority, leaders with performance and experience were given key positions. Furthermore, young digital talents with high growth potential and expertise were boldly selected to strengthen the organizational foundation leading platform-based business.

Many heads of departments born in 1972 and section chiefs born in 1975 were appointed, boldly employing a young generation equipped with both expertise and a will for innovation. Through this, the organization was newly transformed around practical leaders who possess high digital insight, trend sensing capabilities, and data expertise.

Additionally, responding to the era’s demand for increased diversity and participating in group-level ESG (Environmental, Social & Governance) management, the scale of female executives and section chiefs was expanded. Female heads of departments were appointed to lead data businesses with high future growth potential and public payment projects, securing differentiated competitiveness while simultaneously motivating female personnel and enhancing organizational diversity.

A Shinhan Card official stated, "This organizational restructuring and personnel changes were faithfully implemented from the perspective of Shinhan Card pursuing new business models as a life & finance platform company. Through this, we will contribute to achieving Shinhan Financial Group’s new vision of ‘Easier, More Comfortable, and New Finance,’ and make our best efforts to secure leadership in future new businesses."

This content was produced with the assistance of AI translation services.