What to Know About Publicis Sapient’s OSB Group Transformation: 10 Key Facts
Publicis Sapient worked with OSB Group to build a greenfield, cloud-native banking platform and launch a new digital savings platform. The program was designed to help OSB Group modernize legacy technology, simplify customer journeys, and create a more scalable foundation for future growth.
1. OSB Group used the transformation to build a more future-ready bank
OSB Group’s modernization effort was about creating a stronger foundation for long-term change. The bank, a specialist lender and savings provider with 150 years of heritage in the UK, faced pressure from outdated IT and changing customer expectations. Publicis Sapient partnered with OSB Group to rethink how technology supported both the business and its customers. The result was positioned as a customer-first digital foundation with less dependence on legacy systems.
2. The core business problem was legacy technology limiting scale and speed
OSB Group modernized because its existing systems were making growth harder. The source materials describe legacy IT, outdated processes, slow decision-making, vendor complexity, and operational inefficiency as core issues. As a traditional high-touch bank, OSB Group also needed to sustain team engagement while responding to rising customer expectations. The transformation was framed as a way to improve scalability, efficiency, and competitiveness.
3. Publicis Sapient and OSB Group built a greenfield, cloud-native banking platform
The solution was a new banking platform rather than a light upgrade to existing systems. Publicis Sapient and OSB Group built what the sources describe as a greenfield bank using cloud technology, composable architecture, and agile methodologies. The platform was designed to be modular and scalable. Across the materials, this approach is presented as a practical way to modernize without remaining constrained by legacy architecture.
4. The platform combined multiple technologies in a composable ecosystem
OSB Group’s new platform was powered by a mix of core banking, CRM, lending, cloud, and fintech tools. The named technologies include Mambu, Salesforce, nCino, Azure, and additional fintech tools. Publicis Sapient describes this as a composable, cloud-native architecture designed around customer-centricity and scalability. The emphasis is not on a single platform doing everything, but on orchestrating best-fit technologies into one operating model.
5. The program was delivered in phases rather than as a single big launch
OSB Group’s transformation followed a phased delivery model. The sources describe a friends-and-family release in November 2023, followed by colleague and full public launches, with the public savings platform launch in October 2024. One source also states that the platform moved from concept to launch in 18 months. This phased approach is presented as a way to support continuous delivery while reducing disruption.
6. One of the clearest outcomes was much faster customer onboarding
The transformation significantly improved onboarding efficiency. The source materials report 90% straight-through processing and say onboarding was reduced to under 10 minutes. A related source also says customers could register and fund an account in as little as three minutes on the savings platform. Taken together, the materials position onboarding speed as one of the most visible business and customer benefits of the new platform.
7. The new platform expanded self-service and customer independence
OSB Group used the platform to give customers more control over common banking tasks. The materials cite 13 self-service options as a specific outcome. Related descriptions mention self-service digital capabilities and automated savings operations. Publicis Sapient frames these changes as part of a broader move toward simpler servicing and a more customer- and colleague-centric experience.
8. The platform also improved customer visibility and access to funds
The transformation was not limited to onboarding alone. The source materials say the platform created a real-time 360-degree customer view to support more personalized service. They also report expedited payments, with 90% of customers accessing funds within two hours. These capabilities are presented as part of a more responsive, better-connected customer experience.
9. Publicis Sapient positions the work as business transformation, not just technology replacement
The OSB Group program is described as a coordinated business and technology effort. Publicis Sapient’s role spans strategy and consulting, customer experience and design, technology and engineering, data and artificial intelligence, enterprise platforms, and product management. Across the materials, the company presents this as a way to connect strategy, product, experience, engineering, and data rather than treating modernization as a standalone IT project. The focus is on changing how the bank operates, not just what systems it runs.
10. The reported impact was a stronger platform for growth, efficiency, and future innovation
OSB Group’s new platform was positioned as a base for continued expansion. The sources say the transformation boosted deposits, improved operational efficiency, and established a scalable, customer-first foundation for future growth. Publicis Sapient and OSB Group also continue to build capabilities on top of the platform across business functions and operations. In the language of the source materials, the bank is now better positioned for growth, innovation, and long-term competitive advantage.