London School of Strategic Management & Best Practices in Banking

5 days 27 Nov - 1 Dec 2017, London UK £4,995.00 + VAT* Download brochure Add to basket

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Overview

The overall aim of this 5-day, top-level school is to explore how leading banks are led and managed strategically, how they deploy best-practices to boost performance, and how delegates' banks could upgrade their own approaches to world-class standards.

This course gives delegates the opportunity to:

  • Explore the best-practice leadership of banks:
    - 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:
    - Retail banking
    - SME banking
    - Corporate banking
    - Asset & liability management - “ALM”
    - Treasury
  • Review how leading banks advance essential management processes:
    - Marketing
    - Selling
    - Credit risk management
    - Strategic planning and action planning
    - Budgeting and financial control
  • Set priorities at their banks for strengthening leadership, upgrading strategic management capabilities, and establishing best-practices that are key to boosting bank performance

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

Methodology
The school is intensive and participative. Various methods are used:

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

 

Instructors

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.

London
Chris Batt

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 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

Venue

London

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.

Related Courses

Inhouse


 

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.

To find out more about running this course in-house:





Our Tailored Learning Offering

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.

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We can offer any of our public courses delivered at your office or we can devise completely tailored solutions:


Read more about our offering or complete a call back request to speak to a learning specialist.

 

Agenda

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 banks
  • 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


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