School of Strategic Management & Best Practices in Banking

5 days 4-8 Dec 2016, Dubai UAE £4,595.00 Download brochure Add to basket

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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
    - Sellin
    - 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.


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


Who should attend

This school is for top bankers, senior managers who are expected to reach this level soon, those who support directly the top management teams of their banks, and “high-flyers” with the potential to rise to the top:

  • 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


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



Dubai Finance

This programme takes place on a non-residential basis at a central 4 to 5* Dubai hotel. Non-residential course fees include training facilities, documentation, lunches and refreshments for the duration of the programme. Delegates are responsible for arranging their own accommodation, however, a list of convenient hotels (many at specially negotiated rates) is available upon registration.

Related Courses


We can bring this course to your company's office.

If you simply 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. Our tailored learning solutions are designed specifically for your organisation’s needs.

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

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