Bank Strategy Execution Programme

5 days 21-25 Nov 2016, London UK £4,895.00 + VAT* Download brochure Add to basket

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Introduction to the School Themes and Subjects

Successful strategy execution involves dealing with many complex and inter-related changes that involve and affect many people in the organisation, including the main board, all senior executives, shareholders, customers and Regulators. Many banks are disappointed with the results of their strategy execution efforts, even though some spent millions during strategy execution. The causes of disappointment are many and varied. Some common examples are:

  • The bank’s strategy was not understood and supported by a sufficient number of executives and personnel. They were confused or resistant to change
  • Strategic changes did not lead to significant and sustainable superiority over competitors. The bank gained no advantage
  • Some elements of strategy execution were inconsistent with others which led to confusion, conflict and delay
  • Changes to marketing focus did not lead to more attractive business and less unattractive business. Profits and profitability did not increase
  • Increased selling intensity damaged the bank’s risk profile and caused increased bad debts, and legal attack for mis-selling
  • A dysfunctional organisational structure and internal “frictions” frustrated progress
  • IT systems delayed essential changes to the business and the way the bank was managed
  • Strategy execution was too slow with result that bank shareholders, executives, personnel and customers became disappointed and discouraged
  • Management and personnel were not sufficiently ambitious, motivated and/or skilled to drive through changes that were necessary
  • Too much reliance was placed on external consultants with the result that bank executives did not “own”, understand or support the changes envisaged

Aims and Benefits of the School

The overall aims of this 5-day programme are:

  • To explore how leading banks make sure that their strategies are executed successfully and lead to superior performance
  • To assess the steps that delegates' banks should take to ensure that their own strategies are implemented successfully

The programme is very practical and based on the experiences of many successful banks all over the world. It is not an academic training course but it does provide a strong conceptual framework for dealing with the complexities of strategy execution.
This programme gives delegates the opportunity to:

  • Explore the opportunities, challenges and risks associated with strategy execution
  • Understand the crucial roles that the leaders of banks need to play during strategy execution
  • Review how leading banks boost business and income during strategy execution
  • Examine the critical importance of adopting world-class standards of risk management as other aspects of strategy execution proceed
  • Explore the re-organisational and reengineering changes which are almost always essential during strategy execution
  • Set priorities for strengthening strategy execution at their banks so that it leads to greatly improved performance


Who should attend

This school is for top bankers and senior managers who are expected to reach this level soon as well as those who support directly the top management teams of their banks:

  • Owners, CEOs, Members of the Board of Directors and Executive Committees
  • General Managers, Executive Vice Presidents, Executive Directors responsible for "profit centre" divisions, involved in Retail Banking, SME Banking, Corporate Banking, Treasury and Asset & Liability Management (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, internal audit and compliance


We work with a series of expert instructors, please select the course location of interest to review the credentials of who will be delivering the programme.

Chris Batt

The Course Director is an acknowledged top adviser to the owners, leaders and senior managers of banks on strategy, reorganisation and best practices. He is an experienced banker and strategist, and has advised the leaders of over 160 banks in more than 60 countries.

As a banker, he has held senior positions in the UK, USA and Middle East:

  • Jordan Ahli Bank in Jordan, Chief Executive Officer (CEO)
  • Large Russian Bank: Chairman of the Group Credit Policy Committee
  • Visa International, USA - Member of Executive Committee, Head of Global Strategy
  • Large Spanish Commercial Bank: Strategy Adviser to the President and to the CEO
  • Grindlays Bank, UK - General Manager of Specialised Finance, General Manager of Group Planning
  • NatWest Bank, UK - Group Planning Manager, Head of Management Sciences


He 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 bankers



Central London Hotel Venue

All courses are held at four or five star venues in Central London, Zone 1. We strive to provide you with a training environment of the highest quality, to ensure that the whole learning experience exceeds your expectations.

Your training venue will be confirmed by one of our course administrators approximately 3-4 weeks before the course start date.

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We’ll be here to support you every step of the way. From the initial consultancy through to evaluating the success of the full learning experience. We'll ensure you get the maximum return on your training investment.

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Day 1

Overview of Successful Strategy Execution
Strategy execution involves changes to most aspects of running a bank. The benefits can be huge but there are serious risks that must be mitigated

The Key Elements and Challenges of Strategy Execution

  • The importance of strategy execution to profitability:

                - Main elements of strategy execution in leading banks
                - Importance of linking all the elements of strategy execution

  • Framework for strategy execution & profit improvement:

               - Boosting income
               - Increasing cost-effectiveness
               - Reallocating resources

  • Boosting income at acceptable risk:

               - Focusing marketing on to the best businesses
               - Intensifying selling & cross-selling
               - Advancing credit risk management
               - Managing alm as a business

  • 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

Case History: How one Bank Boosted Retail Banking Profits Greatly

  • Introduction to the case history bank
  • Best-practice calculation of retail banking profitability
  • The “drivers” of retail banking profitability
  • Impact on profitability of individual best-practices in retail banking
  • Impact on profitability of combined best-practices
  • Strategy execution priorities for boosting retail banking profitability

Case history: How another Bank Trebled Profitability in 1 Year

  • Overview of the bank’s situation, performance and actions taken:

                - Before strategy execution
                - During strategy execution
                - After strategy execution

  • Impact on the bank’s financials over a 9-year period:

                - The profit & loss account
                - The balance sheet
                - The bank’s market capitalisation and share price

  • Main strategy executions learnt by the bank

Group Work: Reducing the Risks of Failure during Strategy Execution

  • Common barriers to successful strategy execution and associated risks, a few examples of which are:

                - Low ambition, little agreement and conflicts at board and top executive levels
                - Lack of clarity about strategy execution priorities, especially at middle and lower levels of management
                - Unsuitable people chosen to run key parts of the bank
                - Failure to reassign resources to the best and most promising businesses, and to reduce unattractive business
                - Weak credit risk management and ALM
                - Inadequate training
                - Lack of incentives to follow strategy execution priorities
                - Slow pace of strategy execution

  • Steps taken by leading banks to reduce the risk of failure during strategy execution
  • Assessment of strategy execution barriers and risks at delegates’ banks
  • Priority actions for delegates’ banks to increase the chance of execution success

World-Class Strategic Planning and Strategy Execution

  • Overview of market-focused planning & 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


Day 2

Strengthening Strategic Governance by the Top Team
Strategy execution is profoundly important. The board and top executives need to spearhead all important changes, be united and devote the necessary time.

The Crucial Need for Strategic Governance during Strategy Execution

  • The growing need for strategic governance, especially in banks which:

                - Have grown in scale, scope and complexity, often the result of previous success
                - Now wish to make major strategic changes in a timely manner

  • The rationale for having special top-level committees to guide strategy execution
  • Typical strategy execution committees in leading banks
  • Key factors for success of strategy execution committees
  • Modus operandi of successful strategy execution committees
  • Illustrative terms-of-reference for strategy execution committees

Case Study: Reallocating Equity to a Bank's Best or Most Promising Businesses

  • Introduction to the case history bank
  • 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 during strategy execution

Case Answer: Reallocating Equity to a Bank's Best or Most Promising Businesses

  • Delegates’ answers to the case study
  • Presentation of the model answer
  • Discussion: reallocating capital in delegates’ banks during strategy execution

Setting Key Performance Targets for Driving up Return on Equity

  • Identifying those KPT’s that are correlated most strongly with roe:

               - Detailed examination of KPT’s in an African banking market
               - Overview of other banking markets in Asia-Pacific, the Arab world and Europe

  • Choosing the most important KPT’s for focusing strategy execution
  • Using KPT’s to set more challenging yet realistic longer term objectives for banks
  • Cascading board-level and top executive KPT’s down to lower levels of management

Group Work: Choosing High-Level KPT's for Delegates' Banks

  • Selecting key performance targets - “KPT’s” – for the boards and top teams of delegates’ banks
  • Discussion: implications for KPT’s and best-practices at delegates’ banks during strategy execution

Boosting Business during Strategy Execution
Bank income should be boosted as soon as possible during strategy execution. Marketing needs to be correctly focused and selling intensified. This leads quickly to improved profitability and encourages progress.

Case Histories: Building a Highly Profitable Customer Base

  • 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 for strategy execution
  • Discussion: priorities for upgrading marketing strategy across delegates’ banks


Day 3

Case Study: Developing and Implementing a Marketing Strategy to Drive up Profitability

  • Introduction to the case study bank
  • Defining the market segments to be considered
  • Assessing the attractiveness of the market segments
  • Assessing the bank’s competitive strengths in each market segment
  • Setting market segment development priorities during strategy execution
  • Deciding other key strategy execution priorities

Case Answer: Developing and Implementing a Marketing Strategy to Drive up Profitability

  • Delegates’ answers to the case study in session 13
  • Presentation of the model answer
  • Discussion about marketing priorities to be pursued during strategy execution at delegates’ banks

Case History: How one Ambitious Bank Intensified Selling during Strategy Execution

  • The meaning of “true selling” as used by world-class banks
  • How selling intensity drives up cross-selling and profitability
  • World-class standards of selling & cross-selling
  • Case history: steps taken by one bank that intensified selling greatly during strategy execution

Group Work: Intensifying Selling and Cross-Selling at Delegates' Banks

  • Estimating current selling intensity in delegates’ banks
  • 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 Risk Management
Weak risk management can easily negate the positive benefits of strategy execution. Credit risk management and ALM need to be world-class

Presentation: World-Class Standards of Credit Risk Management

  • The 250 vital 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 during execution

Case Study: Pricing Loans to Meet a Bank's ROE Objectives

  • Explanation of target-ROE risk-adjusted pricing of loans – “trap”
  • 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
  • The dangerous impact of incorrect loan pricing – “adverse pricing”

Day 4

Case Answer: Pricing Loans to Meet a Bank's Roe Objectives

  • Delegates’ answers to the case study in session 18
  • Presentation of the model answer
  • Discussion about strengthening loan pricing during strategy execution at delegates’ banks

Group Work: Establishing World-Class Credit Risk Management at Delegates' Banks

  • Assessment of credit management at delegates’ banks against world-class standards
  • Discussion about priorities for strengthening credit policies and processes at delegates’ banks

ALM: A Business with Risks - Not Just Risk Management

  • The fundamental nature and purpose of ALM in leading banks:

               - Increasing bank profits and reducing their volatility
               - Not just managing market and liquidity risks

  • Modern methods for measuring ALM profits and risks
  • The dangers arising from the incorrect measurement of profitability

Case Study: Measuring Correctly the Profitability from ALM, Products, Customers and Branches

  • 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

Case Answer: Measuring Correctly the Profitability from ALM, Products, Customers and Branches

  • Delegates’ answers to the case study in session 22
  • Presentation of the model answer
  • Discussion about the crucial importance of measuring profitability correctly before, during and after strategy execution at delegates’ banks

Running ALM as a Business - Role of ALCO in Banks with Active ALM

  • 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

Re-organising and Reengineering For Strategy Execution
Re-organisation and re-engineering are almost always required during strategy execution. People must be focused on business development and wasteful bureaucracy cut.

Organisational Design Principles to Follow During Strategy Execution

  • Leadership principles
  • Business principles
  • Management principles

Day 5

Re-organising Business Divisions, Branch Networks and Support Divisions

  • 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 during strategy execution
  • Discussion: priorities for reorganising delegates’ banks

Group Work: Increasing Organisational Cost-Effectiveness during Strategy Execution

  • Understanding the economic and behavioural importance of managing spans-of-control and layers of management
  • Estimating the large financial impact of broadening spans-of-control
  • Discussion about adapting spans-of-control at delegates’ banks during strategy execution

Motivating Personnel to Implement Strategic Change
People drive strategic change. They must be well prepared and strongly motivated to engage the many challenges.

Essential New Skills for Banks Keen to Make Strategic Change

  • Review of essential new skills required for successful strategy execution
  • Priorities for acquiring the essential new skills
  • Pros & cons of acquiring new skills via training or recruitment
  • Estimating the amount of money to be invested in skills acquisition

Modern Reward Systems for Banks Making Strategic Changes

  • Overview of modern reward systems
  • Different types of incentive scheme: pros and cons
  • Achieving success
  • Discussion: ways delegates’ banks could strengthen staff motivation

Group work: upgrading training & reward systems at delegates' banks

  • Assessing the adequacy of training at delegates’ banks
  • Assessing the suitability of reward systems at delegates’ banks
  • Pinpointing improvement priorities in support of strategy execution

Case History: Managing Major Strategy Execution Projects Successfully

  • Overview of the case history bank – a bank with 10,000 employees
  • Opportunities and challenges facing the bank before strategy execution
  • Work done during strategy execution and the timetable followed
  • The end-products from the strategy execution
  • How the bank organised and staffed its strategy execution work

Fixing Priorities for Progress at Delegates’ Banks
If delegates leave the school with clear improvement priorities for their own banks to implement, the school will prove to have been a fine investment.

Group Work: Setting Strategy Execution Priorities for Delegates' Banks

  • Setting priorities for upgrading strategy execution at delegates’ banks
  • Defining the actions to be taken
  • Proposing timetables for moving ahead

Extra Papers Provided For Study after the School

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

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

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

Best-Practice Relationship Management of Key Customers

  • The objectives of best-practice relationship management
  • Choosing key customers and organising relationship teams
  • Focusing relationship managers on to sales & service
  • Planning & controlling key customer relationships
  • Assessing & training relationship managers
  • The “12 rules” of best-practice relationship management

Course summary and close

Why us

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 – we have delivered training solutions for 95% of worlds’ top 100 banks and have trained over 250,000 professionals.
  • Knowledge – our 150 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 20,000 events both in person and online, using simultaneous translation to delegates from over 180 countries.
  • Recognition – we are accredited by the British Accreditation Council and the CPD Certification Service. In an independent review by Feefo we scored 96% on service and 95% on product