Project Compass

As-is, to-be and change impact

Draft v0.2 | 29 January 2027 | Change lead, Change Made Simple

Five processes compared stage by stage: how the work runs today, how it runs in Salesforce and Compass Assist, and how much the change affects the people who do it.

Changed in v0.2

Process 5 now states the Q-05 answer as fact: Compass Assist may draft written complaint responses, the complaints officer must edit and send, and drafts are labelled. Updated v0.2 from T5
The guardrails sign-off gate moves from Fri 26 Mar to Fri 9 Apr 2027 (change C-3, process 5 stage 5.4). Updated v0.2 from T5
Business bankers have Compass Assist off at go-live and can opt in during week 3 (change C-4, process 3 stage 3.4 and process 5 stage 5.0). Updated v0.2 from T4
Process 3 gains a stage for pre-loading each banker's spreadsheet, and Q-07 is added to the open questions. Updated v0.2 from T4
Complaint category mapping moves from Fri 29 Jan to Fri 5 Feb 2027 (process 4 stage 4.1).

Grey is how the work runs today in Hamlink and by hand. Green is how it runs in Salesforce. The chip beside each process is the change impact rating: the highest rating of any stage, with the number of High stages beside it.

5processes

25stages compared

20stages rated High

about 1,250staff in scope

Contact centre enquiry and case handling Open the stage detail High 5 of 5 stages High

Agents move from three Hamlink screens and retyped notes to one customer view and one case record. (Service Cloud)

Five stages: Take the contact and identify the customer, understand the request, log the case, resolve or escalate, record the outcome.

Branch customer servicing and onboarding Open the stage detail High 3 of 5 stages High

Paper forms and email referrals become a guided onboarding flow and a referral with an owner. (Financial Services Cloud)

Five stages: Greet, identify and collect details, check identity and eligibility, open the account, update customer details, refer to a banker and follow up.

Business banking pipeline Open the stage detail High 4 of 5 stages High

Personal spreadsheets and email become a shared pipeline that each banker finds already loaded on day one. (Financial Services Cloud)

Five stages: Pre-load the pipeline, capture a lead and open an opportunity, record client notes, work and report the pipeline, use compass assist.

Complaints and advocacy Open the stage detail High 3 of 5 stages High

A shared mailbox and Hamlink notes become one complaint case with categories, timers and reporting. (Service Cloud)

Five stages: Receive the complaint, categorise, acknowledge and respond in time, investigate and draft the response, close and report.

AI assistant use and approval Open the stage detail High 5 of 5 stages High

Compass Assist is new, and the rules for who may use it are written before go-live. (Compass Assist)

Five stages: Decide who may use it, set what it may suggest and review before saving, keep personal data inside salesforce, log use and change prompts, pass the approval gate.

Where the impact lands by team

Each cell is the highest rating of any stage that team takes part in. Headcounts come from the programme scope.

Team	P1	P2	P3	P4	P5
Contact centre (350)	High	Low	None	Medium	High
Branch network (600)	Low	High	Low	Low	Medium
Business bankers (80)	None	Medium	High	None	Low
Complaints and advocacy (40)	Low	None	None	High	High
Operations (120)	Medium	Medium	Low	Medium	Low
Risk and compliance (25)	None	None	None	Medium	High
CRM platform team (30)	Medium	Medium	Medium	Medium	High
Learning and development (8)	Low	Low	Low	Low	Medium

P1 to P5 are the five processes in the tabs above. None means the team does not take part in the process.

Contact centre enquiry and case handling

Agents move from three Hamlink screens and retyped notes to one customer view and one case record. Salesforce product: Service Cloud. People: 350 staff, Docklands (200, Wave 1) and Parramatta (150, Wave 2).

Change impact rating for this process: High, with 5 of 5 stages High, 0 Medium and 0 Low.

Verdicts: 3 Moves into Salesforce, 2 New in Salesforce. Impact is the highest of five dimensions, 0 None to 3 High; open All five on a row to see each one.

Stage	Today	In Salesforce	Impact	Verdict and need
1.0 Take the contact and identify the customer Teams: Contact centre, Operations	Contacts arrive in separate places and the agent searches three Hamlink screens to find the customer.	Omni-Channel routes each contact to the next free agent, and one search opens one customer view.	High How work is done	Moves into Salesforce Training. TBC: how the phone system connects to Service Cloud
1.1 Understand the request Teams: Contact centre	The agent reads the procedure and asks the team leader when unsure.	Compass Assist suggests an answer from approved articles and the agent decides whether to use it.	High Tools and systems	New in Salesforce Training on judging a suggestion. The rule agreed in T2 is that the agent reviews every suggestion before saving.
1.2 Log the case Teams: Contact centre	Notes are typed during the call and retyped into the case screen, with free-text categories.	The case opens once from the customer view with a category chosen from a list, and complaints follow the complaint case type.	High How work is done	Moves into Salesforce Training. Agents type less and choose more.
1.3 Resolve or escalate Teams: Contact centre, Operations, Branch network	Escalation is a phone transfer or an email to Operations, with no tracking.	The case is reassigned to a named queue or person with a visible status, and complaints go where Q-04 decides.	High How work is done	Moves into Salesforce Decision needed. TBC: whether complaints share the general enquiry queue
1.4 Record the outcome Teams: Contact centre	The agent writes a note from memory after the call.	Compass Assist drafts the note and the agent edits and saves it. Nothing is saved without the agent's review.	High Tools and systems	New in Salesforce Training. The agent owns what is saved.

Branch customer servicing and onboarding

Paper forms and email referrals become a guided onboarding flow and a referral with an owner. Salesforce product: Financial Services Cloud. People: 600 staff in 60 branches (VIC 34, NSW 26).

Change impact rating for this process: High, with 3 of 5 stages High, 2 Medium and 0 Low.

Verdicts: 2 Moves into Salesforce, 1 Stays outside Salesforce, 1 Split across both, 1 New in Salesforce. Impact is the highest of five dimensions, 0 None to 3 High; open All five on a row to see each one.

Stage	Today	In Salesforce	Impact	Verdict and need
2.0 Greet, identify and collect details Teams: Branch network	The teller searches Hamlink by name and keys a paper form in later, so missing fields surface days afterwards.	One search shows the household and accounts, and a guided onboarding flow asks for the details once, on screen.	High How work is done	Moves into Salesforce Training and comms. This is the largest change for 600 people and meets month-end load (R-05).
2.1 Check identity and eligibility Teams: Branch network, Risk and compliance	The teller follows a paper checklist and scans ID copies to a shared drive.	The checklist is ticked on screen and ID images stay in the existing document store, with the case holding the reference.	Medium How work is done	Stays outside Salesforce TBC: document store used for ID images
2.2 Open the account Teams: Branch network, Operations	The account is opened in core banking and Hamlink is updated later by hand.	The account is still opened in core banking and Salesforce takes the account reference when the flow completes.	Medium How work is done	Split across both Training. Two systems remain, and the teller does one fewer task.
2.3 Update customer details Teams: Branch network, Operations	Address and phone changes go on a change form that is posted to Operations.	The teller edits the record on screen and the change shows who made it and when.	High How work is done	Moves into Salesforce Training. Operations check fewer forms and more exceptions.
2.4 Refer to a banker and follow up Teams: Branch network, Business bankers	The teller emails a banker's mailbox and branch managers chase the answer by phone.	The teller creates a referral for a named banker, who accepts or returns it, and open referrals show their age.	High How work is done	New in Salesforce Training and comms. Bankers become accountable for answering referrals.

Business banking pipeline

Personal spreadsheets and email become a shared pipeline that each banker finds already loaded on day one. Salesforce product: Financial Services Cloud. People: 80 bankers (VIC 45, NSW 35).

Change impact rating for this process: High, with 4 of 5 stages High, 1 Medium and 0 Low.

Verdicts: 2 New in Salesforce, 3 Moves into Salesforce. Impact is the highest of five dimensions, 0 None to 3 High; open All five on a row to see each one.

Stage	Today	In Salesforce	Impact	Verdict and need
3.0 Pre-load the pipeline Teams: Business bankers, CRM platform team	Each banker keeps the pipeline in a personal spreadsheet that no one else can see.	The CRM platform team loads each banker's spreadsheet before training, over two weeks (A-25).	High How work is done	New in Salesforce The view has to be better on day one, or bankers keep the spreadsheet. Updated v0.2 from T4
3.1 Capture a lead and open an opportunity Teams: Business bankers, Branch network	Leads arrive by email and call, and each banker adds a row with stage words of their own.	Branch referrals arrive as leads with an owner and move along one shared stage path.	High How work is done	Moves into Salesforce Training. Richard Vance's team has to agree the shared stages.
3.2 Record client notes Teams: Business bankers	Client notes sit in free-text cells and in the banker's inbox.	Notes sit on the client and opportunity records, where covering colleagues can read them.	High Tools and systems	Moves into Salesforce TBC: whether spreadsheet notes load (Q-07) It decides how much history is there on day one. Updated v0.2 from T4
3.3 Work and report the pipeline Teams: Business bankers, Business banking leadership	Bankers email spreadsheets before the weekly meeting and a manager merges them by hand.	The meeting opens one shared pipeline view, and dashboards report by banker, stage and value.	High How work is done	Moves into Salesforce Training and comms. This is where the spreadsheet stops being the record.
3.4 Use Compass Assist Teams: Business bankers	There is no assistant in Hamlink.	Compass Assist is off at go-live, and bankers can opt in during week 3 and are trained then.	Medium Tools and systems	New in Salesforce The delay is deliberate: bankers learn the pipeline first. Updated v0.2 from T4

Complaints and advocacy

A shared mailbox and Hamlink notes become one complaint case with categories, timers and reporting. Salesforce product: Service Cloud. People: 40 staff at head office (Wave 1).

Change impact rating for this process: High, with 3 of 5 stages High, 2 Medium and 0 Low.

Verdicts: 3 Moves into Salesforce, 2 New in Salesforce. Impact is the highest of five dimensions, 0 None to 3 High; open All five on a row to see each one.

Stage	Today	In Salesforce	Impact	Verdict and need
4.0 Receive the complaint Teams: Complaints and advocacy, Contact centre, Branch network	Complaints arrive by phone, branch, letter and a shared mailbox, with a copy noted in Hamlink if someone remembers.	Every complaint is a case with the complaint case type, whichever channel it came from.	High How work is done	Moves into Salesforce Decision needed. TBC: whether complaints share a queue with general enquiries (Q-04)
4.1 Categorise Teams: Complaints and advocacy	The officer picks a category from a spreadsheet list that officers use in different ways.	A category list on the case maps each category to an owner and a time rule.	Medium How work is done	Moves into Salesforce TBC: final category list, due Fri 5 Feb 2027 It moved from Fri 29 Jan. Updated v0.2 from T5
4.2 Acknowledge and respond in time Teams: Complaints and advocacy, Complaints manager	The officer relies on a diary reminder, and the manager chases late cases by email.	Timers start when the case is created, turn red near the limit and escalate to the manager.	High How work is done	New in Salesforce Policy change. TBC: time limits, from the complaints policy A wrong setup is risk R-08.
4.3 Investigate and draft the response Teams: Complaints and advocacy, Operations, Branch network	The officer emails branches and Operations, then writes the response in a Word template.	Requests go out as tasks on the case, and Compass Assist may draft the response; the officer must edit and send it, and the draft is labelled until sent.	High How work is done	New in Salesforce This was open question Q-05 and is now settled: drafts are allowed on these conditions. Updated v0.2 from T5
4.4 Close and report Teams: Complaints and advocacy, Risk and compliance	The outcome goes in a closing letter, and monthly numbers are counted by hand from the mailbox.	The case records outcome, remedy and root cause from lists, and dashboards feed the compliance review.	Medium How work is done	Moves into Salesforce Training. Reporting depends on those three fields.

AI assistant use and approval

Compass Assist is new. The rules for who may use it, what it may suggest and who approves it are written before go-live. Salesforce product: Compass Assist. People: All customer-facing staff, with Risk and compliance as approver (25 staff).

Change impact rating for this process: High, with 5 of 5 stages High, 0 Medium and 0 Low.

Verdicts: 4 New in Salesforce, 1 Watch. Impact is the highest of five dimensions, 0 None to 3 High; open All five on a row to see each one.

Stage	Today	In Salesforce	Impact	Verdict and need
5.0 Decide who may use it Teams: Risk and compliance, CRM platform team	There is no assistant in Hamlink and no rule about AI use in the CRM.	Access is by role through a permission set; business bankers do not have it at go-live and can opt in during week 3.	High Tools and systems	New in Salesforce Bankers switch on only after training. Updated v0.2 from T4
5.1 Set what it may suggest and review before saving Teams: Risk and compliance, All users of Compass Assist	Not applicable today.	It suggests answers and drafts case notes and complaint responses, and the person using it reviews and edits before anything is saved or sent.	High How work is done	New in Salesforce The permitted uses are the answers T3 and T5 produced, and the review rule is repeated in every session. Updated v0.2 from T5
5.2 Keep personal data inside Salesforce Teams: All users, CRM platform team	Staff copy customer details between Hamlink, email and documents.	No customer personal data goes into a prompt outside Salesforce, and inside it the Trust Layer masks sensitive data.	High Skills and knowledge	New in Salesforce Policy change. This rule is also the first red trap in the learning plan.
5.3 Log use and change prompts Teams: Risk and compliance, CRM platform team	Not applicable today.	Use is logged and sampled each week during hypercare, and prompt changes follow a change step with testing.	High Tools and systems	Watch TBC: owner of prompt and template changes after go-live (Q-02) Risk R-12 sits behind it.
5.4 Pass the approval gate Teams: Risk and compliance, Program director	Not applicable today.	Risk and compliance sign off the guardrails against a test set on Fri 9 Apr 2027, ten days before go-live; the date moved from Fri 26 Mar 2027.	High Roles and responsibilities	New in Salesforce The training demo uses the approved guardrails only. Updated v0.2 from T5

Open questions

Six questions are open after the loop on 29 January 2027. The full register, with context and good answers, is on the open questions page. Q-05 was answered on Thu 28 Jan 2027 in T5 and is written into process 4 and process 5 above.

ID	Question	Owner	Pages it changes	Next step
Q-01	Which Hamlink data comes across to Salesforce?	CRM platform team and Implementation partner (Jorge Alvarez).	As-is, to-be and impact: all processes, Solution overview: process 1	Open the register entry for context, a good answer and the pages affected.
Q-02	Who owns changes to Compass Assist prompts and templates after go-live?	Risk and compliance and CRM platform team (Fatima Haddad and Anika Rao).	Solution overview: process 5, Learning plan: CRM platform admin	Open the register entry for context, a good answer and the pages affected.
Q-03	Are branch staff trained at their branch or at a central site?	Branch network (Aroha Williams).	Learning plan: branch teller and adviser, Training schedule	Open the register entry for context, a good answer and the pages affected.
Q-04	Do complaints stay in the same queue as general enquiries?	Contact centre and Complaints and advocacy (Tom Gallagher and Louise Chen).	As-is, to-be and impact: process 1, As-is, to-be and impact: process 4	Open the register entry for context, a good answer and the pages affected.
Q-06	Where does NSW get its Wave 2 trainers?	Learning and development (Sam Petrovic).	Training schedule, Learning plan: L&D trainer	Open the register entry for context, a good answer and the pages affected.
Q-07	Can business bankers' client notes be loaded from their spreadsheets?	Business banking and CRM platform team (Richard Vance and Anika Rao).	As-is, to-be and impact: process 3, Solution overview: process 3	Open the register entry for context, a good answer and the pages affected.

Today-side content is from the process workshops and procedures P1 to P3 and has not been validated by every process owner. The Salesforce side is the intended design, summarised from public Salesforce documentation (see Salesforce documentation summaries), and all bank-specific facts are demo data. Next page: Solution overview.

Sources: T2 contact centre process workshop, T3 risk and compliance session, T4 business banking workshop, T5 steering catch-up, P1 call handling procedure, P2 complaints handling procedure, P3 business banker pipeline notes, Salesforce documentation summaries.