Rick Hall
Feb 28, 2022

To get a better grasp of your culture during M&As, you must ask what your financial institution is quantifiably good at.

Financial institutions—and rightly so—put much emphasis on making consumers happy.

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Banks—so much built around numerical precision—often hew to a business equation that looks like this:  X transactions = Y branch staff.

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Community and mutual banks that have survived consolidation and attrition have found that meaningful local involvement extends beyond setting up a table at a summer festival.

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The term talent management is used often and in many different contexts, but what is it really? And why is it important to the success of organizations? We most often think of it as an organization’s efforts to recruit, retain, and train high quality staff members.

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Patty McCord has no time to wait for your slow, methodical—she might add “plodding”—approach to change.

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Financial institutions continue on their quest to discover efficient, productive new methods that meet—and hopefully exceed—the high expectations of banking customers.

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Branch locations are closing and footprints shrinking, but branches continue to play an important part of customer experience.

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What happens when employees at a financial institution admit to committing illegal activities directly related to a company culture? As anyone who follows industry news will tell you, it’s far from a theoretical question.

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Ford recently fired its CEO Mark Fields, seemingly out of the blue.

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Financial institutions have long used float (or flex) staff for scheduling issues such as handling teller line absences.

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When savvy financial marketers ponder “What’s next?” transformation very likely comes top of mind as a path to the answer.

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Somewhere between the concerns of bank marketers and discerning consumers, one essential truth sometimes gets lost: Great customer experience starts with engaged, productive employees.

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Like never before, technology and customer demands are changing the retail banking experience and options.

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Editor’s note: In the first of a two-part series, BAI Banking Strategies Online retraces the steps taken by three female InfoSec executives that led to industry success.

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How will retail banking’s changing service model define the branch of the future? With adoption of online and mobile banking on the rise, customers are visiting branches less frequently.

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When channel switching on TV, I always tend to linger on three programs: Kitchen Nightmares with the always-profane Gordon Ramsey, Restaurant: Impossible with Robert Irvine, and Bar Rescue with Jon Taffer.

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In recent years, banks have been focused on driving costs out of the branch network with self-service technology, branch closures and staff reductions.

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The “open office” is a growing trend in corporate America.

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Recently, I ran into a former colleague who was bemoaning that he had been fired.

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By now, most banks have set their 2015 targets into motion, including return on assets, return on equity, efficiency and asset quality goals.

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