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Strategic Management & Best-Practices in Banking

Understand how leading banks are led and managed strategically to boost performance
  • The overall aim of this five-day executive-level course, The Strategic Management of Banks, is to explore how leading banks are led and managed strategically, how they deploy best-practices to boost performance, and how your bank could upgrade its own approach to achieving world-class standards.

    This comprehensive programme will give you the opportunity to:

    • Explore the best-practice leadership of banks, including:
       - Setting objectives and creating a vision
       - Establishing “winning” strategies
       - Allocating resources optimally
       - Reorganising banks to implement strategy
       - Preparing future leaders
       - Motivating the workforce
       - Corporate governance
    • Examine how to improve the performance of key banking businesses such as:
       - Retail banking
       - SME banking
       - Corporate banking
       - Asset & liability management - “ALM”
       - Treasury

    • Review how leading banks advance essential management processes in:
       - Marketing
       - Selling
       - Credit risk management
       - Strategic planning and action planning
       - Budgeting and financial control
    • Set new priorities at your bank in order to strengthen leadership, upgrade strategic management capabilities, and establish best-practices that are key to boosting bank performance.

    Learning Level

    This is an advanced-level course for ambitious senior bankers and their management teams who want to ensure that their banks are led well, adopting the correct business strategies, and implementing best-practice management methods.


    This course is engaging, intensive and practical. It incorporates various learning methods such as:

    • Formal presentations, including many real case histories with discussion
    • Case studies that illustrate the application of the approaches examined
    • Group work in which delegates discuss improvement priorities for their own bank
    • “Question & Answer” plenary discussions with the school director

    Who should attend this course?

    This course is for top bankers, senior managers who are expected to reach executive-level positions soon, those who directly support the top management teams of their banks, and “high-flyers” with the potential to rise to the top. This includes:
    • Owners and main board directors
    • CEO’s and members of boards of management and top executive committees
    • General managers, executive vice presidents, executive directors responsible for "profit centre" divisions, involved in
    • Retail Banking, SME Banking, Corporate Banking, Treasury and ALM, plus subsidiary companies involved in these businesses
    • Senior executives responsible for support divisions, including Strategy, Marketing, Sales Support, Risk Management, Credit Risk, Market Risk, Operations, Finance, Human Resources, Information Technology and Internal Audit



    Note - A good level of spoken and written English is required to attend this course. Delegates should be of an intermediate standard in English at a minimum. Please refer to the Common European Framework of Reference for Languages - as a guide the level required is B2.




    Day 1

    The Best-Practice Strategic Leadership of Banks
    The Roles of Leaders in World-Class Banks
    • The meaning of “leadership” in banking
    • Identification of a bank’s leaders
    • The roles of different types of leader
    Setting Objectives and Creating an Exciting Vision
    • Setting objectives for owners, customers, personnel, regulators and society
    • Creating an exciting vision:
      - The nature and purpose of a vision
      - Examples of successful visions
    Group Work - Choosing High-Level Key Performance Targets for Banks
    • Key performance targets - “KPT’s” – for bank boards and top teams
    • Discussion: implications for KPT’s and best-practices at delegates’ banks
    Establishing an Overall 'Winning' Strategy
    • The importance of strategy to profitability:
      - Main elements of strategy in leading banks
      - Importance of linking the elements of strategy
    • Framework for strategy & profit improvement:
      - Strategies for boosting income
      - Strategies for increasing cost-effectives
      - Strategies for reallocating resources
    • Strategies for boosting income at acceptable risk:
      - Focusing marketing on to the best businesses
      - Intensifying selling & cross-selling
      - Advancing credit risk management
      - Managing asset & liability management (ALM) as a business
    • Strategies for ensuring high cost-effectiveness:
      - Reorganising to serve the market cost-effectively
      - Reengineering processes and centralising operations
      - Eliminating wastage
    • Optimising the allocation of scarce resources:
      - Moving people into income-generating activities
      - Reallocating capital to the best and most promising businesses
      - Extracting maximum value from IT investment
      - Upgrading planning & control and management information
    • Fostering strong corporate governance and a progressive culture
    Group Work - Setting Initial Development Priorities for Delegates' Banks
    • Assessing the strengths and weaknesses of delegates’ banks
    • Formulating ‘winning” business strategies and developing essential support strategies
    • Fixing priorities for upgrading management methods
    Discussion: redefining the visions of delegates’ banks

    Day 2

    Case Study - Optimising the Allocation of Bank Capital
    • Measuring the profitability of Major Strategic Business Units – “SBU’s”
    • Impact on profitability of reallocating capital across SBU’s
    • Key factors for success in reallocating capital in practice
    Discussion: reallocating capital in delegates’ banks
    Organising Banks for Excellence
    Reorganising Banks to Implement Strategy
    • Design principles for effective bank organisational structures:
      - Leadership principles
      - Business principles
      - Management principles
    • Organisational options for modern banks:- Territorial and product structures
      - Segment and functional structures
      - Matrix organisational arrangements
    • Organising banks’ business divisions and support divisions
    • Examples of how banks reorganised successfully
    Discussion: priorities for reorganising delegates’ banks
    Increasing the Effectiveness of Banks' Top Executive Teams
    • The use of top executives’ time in leading banks
    • How leading banks coordinate activities across their divisions
    • The focus & features of top committees:
      - Top committees formed by leading banks
      - Main missions and responsibilities of top committees
      - Main priorities and targets of top committees
      - Memberships and modus operandi of top committees
    Preparing Future Leaders of Banks
    • Overview of “high-flyer” schemes
    • Identifying and classifying “high-flyers”
    • The crucial roles of “mentors” in “high-flyer” schemes
    • Privileges and responsibilities of “high-flyers”
    • Advantages and disadvantages of “high-flyer” schemes
    • Discussion: key issues for delegates’ banks to consider
    Motivating the Workforce to Perform Well
    • Overview of modern reward systems
    • Different types of incentive scheme: pros & cons
    • Achieving success
    • Discussion: ways delegates’ banks could strengthen staff motivation
    Upgrading the Corporate Governance of Banks
    • The nature of, and need for, strong corporate governance in banks
    • Overview of corporate governance codes and laws
    • Main board governance committees
    • Codes of ethics and conduct

    Day 3

    Improving the Performance of Key Banking Businesses
    Boosting Retail Banking Profitability
    • Introduction to the case history bank
    • Best-practice calculation of retail banking profitability
    • The “drivers” of retail banking profitability
    • Impact on profitability of individual and combined best-practices
    • Priority actions for boosting retail banking profitability
    World-Class Standards and Examples of Retail Banking
    • Main elements of retail banking:
      - Key sub-segments of retail banking
      - Main management functions, e.g. marketing, selling, credit, operations
    • World-class standards of retail banking
    • Case histories: examples of world-class retail banking
    • Discussion: priorities for upgrading retail banking in delegates’ banks
    Best-Practices in SME Banking
    • Main elements of SME banking: key sub-segments and management functions
    • World-class standards of SME banking and the “drivers” of SME profitability
    • Case histories: examples of world-class SME banking
    • Discussion: priorities for upgrading SME banking in delegates’ banks
    Setting SME Product Priorities
    • Deposit, savings and investment services
    • Loans and mortgages
    • Insurance services
    • International banking services
    • Business and support services
    Discussion: SME product development priorities for delegates’ banks


    World-Class Standards and Examples of Corporate Banking
    • The challenge of achieving high profitability in corporate banking today
    • Main elements of corporate banking:
      - Key sub-segments
      - Main management functions
    • World-class standards of corporate banking
    • Examples of successful corporate banking
    Discussion: priorities for upgrading corporate banking at the bank


    Best-Practice Relationship Management
    • The objectives of best-practice relationship management
    • Choosing key customers and organising relationship teams
    • Focusing relationship managers on to sales and service
    • Planning and controlling key customer relationships
    • Assessing and training relationship managers
    • The “12 Rules” of best-practice relationship management
    Discussion: priorities for upgrading relationship management in delegates’ banks


    Day 4

    A Quick Look at Asset & Liability Management
    • The fundamental nature and purpose of ALM in leading bank
    • Modern methods for measuring ALM profits and risks
    Case Study: Measuring the Profits from ALM
    • Understanding the case study bank’s balance sheet and profit & loss account
    • Choosing the best transfer rates for defining profitability
    • Calculating ALM profits: “gapping” profits and “structural” ALM profits
    • Calculating customer profits: deposit profits and lending profits
    • Restructuring the case study bank’s balance sheet to balance profits and risks
    Centralised-Active ALM & Treasury Management – The Role of ALCO
    • How leading banks use ALM to increase profits at acceptable risk
    • World-class standards of ALM and treasury management
    • Case histories: using ALM to increase and smooth bank profitability
    • The role of ALCO in progressive banks and the support they need
    Discussion: priorities for advancing ALM and treasury in delegates’ banks
    • Advancing Essential Management Processes
    Case Histories: Focusing Marketing on the Best Businesses


    Market segmentation in banking
    • The nature and contributions of good marketing strategy
    • World-class standards of marketing strategy in leading banks
    • Examples of “winning” and “losing” marketing strategies:
      - Case history: a medium-sized European domestic bank
      - Case history: a major corporate banking group based in a former soviet country
      - Case history: a large Scandinavian retail bank
      - Case history: a medium-sized international bank based in the EU
      - Case histories: overview of some other banks around the world
    • Important practical lessons
    Discussion: priorities for upgrading marketing strategy across delegates’ banks
    • Exploiting Modern Sales Channels in Banking
    • Pan-European perspectives on sales and delivery channels
    • New sales channels for banks:
      - Segmented branches
      - Point-of-sales offices - “POS offices”
      - Mobile sales forces
      - Outbound call centres
      - Direct mailing: post, e-mails and SMS selling
    Case history: how one bank is modernising its channels
    Discussion: assessing alternative channels
    Case History - How One Bank Intensified Selling and Cross-Selling
    • The meaning of “true selling” as used by world-class banks
    • How selling intensity drives cross-selling and profitability
    • World-class standards of selling and cross-selling
    Case history: steps taken by one bank that intensified selling greatly

    Day 5

    Group Work – Intensifying Selling by Delegates' Banks
    • Estimating the banks’ current selling intensity
    • Increasing the number of existing types of selling job
    • Creating new types of selling job
    • Increasing selling time in all selling jobs
    • Reengineering banks to reach world-class standards of selling intensity
    Advancing to World-Class Credit Risk Management
    • The 250 elements of credit risk management
    • World-class standards of credit risk management
    • The Credit Risk Assessment Methodology – “CRAM”
    Case histories: how illustrative banks became world-class at credit management
    Discussion: advancing credit policy and processes in delegates’ banks
    Case Study – Target-ROE Risk-Adjusted Pricing of Loans – “TRAP”
    • Explanation of target-ROE risk-adjusted pricing of loans
    • Calculating margins needed to meet the bank’s target return on equity
    • Estimating margins to cover funding and opportunity costs
    • Building in margins to pay for credit operating costs
    • Calculating margins needed to cover bad debts
    • Adjusting margins to exploit competitive dominance
    Best-Practice Strategic Planning, Budgeting and Financial Control
    • Overview of market-focused planning and control
    • Building superiority with strategic planning
    • Action planning: translating strategy into practical action
    • Market-focused budgeting, financial control and key performance targets
    • Market-focused performance appraisal
    • Key challenges to overcome
    • Examples of world-class planning & control systems
    • Group work: choosing the best key performance targets:
      - Measuring profitability success
      - Tracking selling success
      - Controlling cost-effectiveness
      - Monitoring bad debt performance
      - Assessing adherence to policies and procedures
      - Determining customer satisfaction
      - Appraising development of human resources
    Discussion: establishing best-practice planning and control at delegates’ banks


    Priorities for Progress at Delegates’ Banks
    • Group Work - Priority Actions for Delegates’ Banks
    • Setting priorities for upgrading leadership & strategic management, and establishing best-practices
    • Defining the actions to be taken
    • Proposing timetables for moving ahead
    Course summary and close

  • Our Tailored Learning Offering

    Do you have five or more people interested in attending this course? Do you want to tailor it to meet your company’s exact requirements? If you’d like to do either of these, we can bring this course to your company’s office. You could even save up to 50% on the cost of sending delegates to a public course and dramatically increase your ROI.

    If you want to run this course at a location convenient to you or if you want a completely customised learning solution, we can help.

    We produce learning solutions that are completely unique to your business. We’ll guide you through the whole process, from the initial consultancy to evaluating the success of the full learning experience. Our learning specialists ensure you get the maximum return on your training investment.

  • We have a combined experience of over 60 years providing learning solutions to the world’s major organisations and are privileged to have contributed to their success. We view our clients as partners and focus on understanding the needs of each organisation we work with to tailor learning solutions to specific requirements.

    We are proud of our record of customer satisfaction. Here is why you should choose us to help you achieve your goals and accelerate your career:

    • Quality – our clients consistently rate our performance ‘excellent’ or ‘outstanding’. Our average overall score awarded to us by our clients is nine out of ten.
    • Track record – 10/10 of the world’s largest banks have chosen us as there training provider and we have delivered training across the largest banks and have trained over 25,000 professionals.
    • Knowledge – our 100+ strong team of industry specialist trainers are world leading financial leaders and commentators, ensuring our knowledge base is second to none.
    • Reliability – if we promise it, we deliver it. We have delivered over 25,000 events both in person and online, using simultaneous translation to delegates from over 99 countries.
    • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 4.2/5 on service and 4.7/5 on Coursecheck
This course can be run virtually online or as an in-house, tailored learning solution


  • Chris Batt

    As an internationally-recognised authority in advising the owners, boards, and top management teams of leading banks and financial institutions worldwide, I have extensive experience of helping banks boost profitability.


    Chris Batt has extensive experience of helping banks to boost profitability. He is an internationally-recognised authority in advising the owners, boards and top management teams of leading banks and other financial institutions, worldwide. He has worked with over 160 banks and other financial institutions in more than 60 countries across Europe, the Middle East, South East-Asia, other parts of the Asia-Pacific region, Africa, North and Latin America. Chris was elected a Fellow of the Chartered Institute of Bankers (FCIB) in the United Kingdom in recognition of his status in the UK banking industry and his educational services to top bankers. Primarily, he works with commercial, private and merchant banks; mortgage and savings banks; investment and securities companies; and competitors to these types of organisation. He also works with central banks and has extensive consulting experience in the insurance field including life, pensions and general insurance. Chris’ assignments focus on profit improvement, corporate governance, domestic strategy, international strategy, marketing strategy and selling intensity, credit and market risk management, asset and liability structure policies, technology strategy, human resources management, reengineering and reorganisation, planning & control procedures, management information systems and matters of management style and culture. Over his career, Chris has held senior positions in six banks/financial institutions and five well-known management consulting firms: Jordan Ahli Bank in Jordan, Chief Executive Officer (CEO)Large Russian Bank: Chairman of the Group Credit Policy CommitteeVisa International, USA - Member of Executive Committee, Head of Global StrategyLarge Spanish Commercial Bank: Strategy Adviser to the President and to the CEOGrindlays Bank, UK - General Manager of Specialised Finance, General Manager of Group PlanningNatWest Bank, UK - Group Planning Manager, Head of Management SciencesHe has master degrees from Cambridge and London Universities, and a Diploma from Imperial College. He was elected a Fellow of the UK’s Chartered Institute of Bankers in recognition of his status in UK banking and training services to senior bank



The course will take place at a Central London hotel.

The map attached details some of our most frequently used venues

If you need help booking accommodation for your visit, please contact and one of our partners will help you get the best rate possible.