Raiffeisen stavební spořitelna: from product sales to full-fledged financial advisory
Together with Raiffeisen stavební spořitelna, we prepared the IOS 2.0 strategy and transformation program aimed at turning the internal sales network into a modern advisory channel for the Raiffeisen group.
Context and market pressure
RSTS's internal sales network is a key distribution channel of the Raiffeisen group in the Czech Republic. In recent years, however, it has faced strong pressure from the market, competition and regulation. Since 2019, the number of active advisors has fallen by 22%, and performance remained dependent on building savings, whose potential has been steadily weakening.
At the same time, banks, multi-channel advisors and digital players offering clients comprehensive services across all life needs have been growing stronger. Without a change to the distribution model, the network risked losing its commercial relevance within a few years.
The IOS 2.0 strategy was created as a response to this pressure – and as an opportunity to build a modern advisory channel for the future.
Strategic transformation goals:
- Build a high-performing network of 600 sales representatives.
- Expand coverage to 480,000 clients.
- Increase productivity to 3 products per client.
The transformation spans five pillars: people, systems and processes, brand, client base and product portfolio.
Implementing the IOS 2.0 transformation
The IOS 2.0 transformation began with a question: how do you turn a sales network into a long-term strong and resilient ecosystem? The analysis showed the answer lies in comprehensive financial advisory. The network already had solid client relationships and rapidly growing performance in banking products (mortgages up 902% in 2021–2024, short-term loans up 981%).
The strategy set a clear direction: by 2027, build a stable network of advisors who guide clients through every life stage and manage their finances comprehensively.
In spring 2025, the vision turned into concrete proposals:
- A new leadership model, organizational structure and career paths.
- A compensation redesign supporting both acquisition and cross-sell.
- A proposal for a digital advisory ecosystem (CRM, dashboards, client profile).
- Engagement of regional leaders and transformation ambassadors across the Czech Republic.
Kogi's delivery and the consultants' role
Kogi consultants led the IOS 2.0 transformation phase from the strategic proposal to concrete, implementation-ready solutions. Together with the RSTS team, we designed the target distribution model, a new leadership and competency framework, a compensation redesign and the shape of the digital advisory system. At the same time, we managed program governance, facilitated key workshops and drove active engagement of managers and regions.
A complete blueprint for the future sales network
The organization received a complete blueprint for the future shape of the internal sales network, ready for implementation through 2027:
- The target organizational structure.
- Career paths aligned with the advisory model.
- A concrete compensation system redesign, including the business specification.
- A digital advisory system proposal with defined quick wins and a roadmap, including the business specification.
- A leadership model and a plan to activate the network through ambassadors and regional implementation strategies.
These deliverables laid the groundwork for launching the transformation's implementation through 2027.
Raiffeisen stavební spořitelna
Raiffeisen stavební spořitelna a.s. (RSTS) is a major financial institution focused on housing finance. It primarily offers building savings products and loans for purchasing or renovating homes.
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