The Bank CEO Programme

5 days 6-10 Nov 2017, London UK £6,495.00 + VAT* Download brochure Add to basket

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Aim of the Programme
This 5-day, top-level programme is for the CEO’s and other leaders of banks that want to increase profitability greatly and rapidly but also safely. It explores how the most profitable banks:

  • Develop and execute strategies for increasing profitability at acceptable risk
  • Boost business and income from customers
  • Advance credit policies and processes up to world-class standards
  • Make more money from asset & liability management (“ALM”) and treasury
  • Reorganize and reengineer to serve the market cost-effectively
  • Optimize the allocation of scarce resources, particularly people, time, capital and IT power

Importantly, the programme provides a forum for delegates to exchange opinions about how their banks could achieve superior profitability across all major lines of business: retail, SME and corporate banking, ALM and treasury.

Benefits of the Programme
The programme gives delegates the opportunity to:

  • Understand the strategies, best-practices and associated targets for boosting profitability that are adopted by the most successful banks
  • Assess ways of boosting business & income from customers – marketing & selling
  • Explore the approaches of leading banks to managing credit risks – policies & processes
  • Examine how leading banks make more money from ALM and related treasury activities
  • Assess alternative ways to reorganize and reengineer banks
  • See how to optimize the allocation of scarce resources – people, time, capital, IT power
  • Set profit improvement priorities at their banks
  • Understand how to launch and manage successfully major profit improvement projects
  • Learn how to guarantee the success of these important transformation projects

Learning Level
This is an advanced, high-level programme for top bankers and their management teams who are ambitious to ensure that their banks increase profitability rapidly yet safely.

The programme is intensive and participative. Various methods are used:

  • Formal presentations with discussions, including many real case histories from across
  • Europe, the Arab world, former Soviet countries, Africa, Asia-Pacific and the Americas
  • “Question & Answer” plenary discussions with the programme director
  • Case studies that illustrate the application of the approaches examined
  • Group work in which delegates discuss improvement priorities for their own banks

40% of time at the programme is spent on group work and case studies so that delegates can share their experiences and “learn by doing”. Because profit improvement is a serious, “hard” subject, the programme includes specific numerical examples and a range of practical, analytical methods. To assist, the programme director provides several Excel models that delegates could apply when they return to their banks.

Main Themes of the Programme
Improving profitability rapidly yet safely means dealing with four main challenges: 1) boosting income, 2) keeping risks under control, 3) increasing cost-effectiveness, and 4) reallocating resources optimally. Reflecting these challenges, subjects covered at the programme are grouped under the following main themes:

  • Theme 1: Strategies & Targets for Boosting Profitability
  • Theme 2: Boosting Business & Income from Customers
  • Theme 3: Increasing the Profitability of Lending
  • Theme 4: Making More Money from ALM and Treasury
  • Theme 5: Reorganising Banks to Serve the Market Cost-Effectively
  • Theme 6: Guaranteeing the Success of Profit Improvement Projects at Delegates’ Banks

Who should attend

This programme is for bank CEO’s, board members, senior executives who are expected to reach this level, and those who support directly the top management teams of their banks:

  • CEO’s, members of boards of management, and members of top executive committees
  • Owners of banks and their supervisory and management board directors
  • 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

“High-flyers” with the potential to “rise to the top” will also find the programme beneficial.


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

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



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



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.


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.



Day 1

Session 1: Introduction to the Programme

  • Programme Themes, Subjects and Timetable
  • Introduction of Delegates and the Programme Leader

Session 2: Establishing an Overall Profit Improvement Strategy

  • How Leading Banks Link Strategy to Profitability:
     - Main Elements of Strategy in Leading Banks
     - Importance of Linking All the Elements of Strategy to Profitability
  • Boosting Business & Income from Customers
  • Making More Money from ALM and Associated Treasury Activities
  • Controlling the Cost of Risks that Go Wrong
  • Ensuring High Cost-Effectiveness
  • Optimizing the Allocation of Scarce Resources
  • Upgrading Planning & Control and Management Information
  • Fostering Strong Corporate Governance and a Progressive Culture

Session 3: Setting Key Performance Targets (KPT’s) for Driving Up Return-on-Equity

  • Understanding the Main “Drivers” of Bank ROE Across Different Countries
  • Measuring the Correlation Between the “Drivers” and ROE
  • Choosing Challenging Yet Realistic ROE Objectives for Individual Banks
  • Fixing High-Level KPT’s for Attaining ROE Objectives
  • Case History: A Leading African Bank Keen to Achieve a Pretax ROE of 35%+

Session 4: Group Work - Choosing Board-Level KPT’s for Delegates’ Banks

  • Key Performance Targets for Bank Boards and Top Teams
  • Cascading Board-Level KPT’s Down to Consistent KPT’s for Less Senior Managers
  • Discussion: Implications for KPT’s and Best-Practices at Delegates’ Banks

Session 5:  Case Study - Reallocating Equity to a Bank's Best and Most Promising Businesses

  • Measuring the Profitability of Major Strategic Business Units – “SBU’s”
  • Impact on Profitability of Reallocating Equity Across SBU’s
  • Barriers to the Optimal Reallocation of Equity Across SBU’s
  • Key Factors for Success in Reallocating Equity in Practice
  • Discussion: Reallocating Equity in Delegates’ Banks

Session 6: Case History - Lessons from a Bank that Trebled Profitability in 1 Year

  • Introduction to the Case History Bank - A Leading Arab Bank
  • Main Transformation Change Made by the Bank
  • Impact of Changes on the Bank’s:
     - Balance Sheet
     - Income, Costs and Profit
     - Profitability
     - Share Price and Market Capitalisation

Day  2


Session 7: Case History - How One Ambitious Bank Intensified Selling & Cross-Selling

  • 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
  •  Impact of Steps Taken on the Bank’s Growth and Profitability

Session 8: Group Work - Reengineering Delegates' Banks to Intensifying Selling & Cross-Selling

  • Estimating the Current Selling Intensity Across Delegates’ Banks
  • Increasing the Number of Existing Types of Selling Job
  • Creating New Types of Selling Job
  • Transferring Personnel from Cost-Generating Jobs into Income-Producing Jobs
  • Increasing Selling Time in All Selling Jobs
  • Reengineering Delegates’ Banks to Reach World-Class Standards of Selling Intensity

Session 9: Case History - How one Bank Boosted Greatly the Profitability of Retail Banking

  • 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
  • Impact on Profitability of Combined Best-Practices
  • Priority Actions for Boosting Retail Banking Profitability 

Session 10: Case Histories - Building a Highly Profitable Customer Base

  • The Nature and Contributions of Marketing Strategy Focused on Profitability Improvement
  • 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
  • How Well-Founded and Executed Marketing Strategies Can Increase Bank Profits by 30%
  • Important Practical Lessons
  • Discussion: Priorities for Upgrading Marketing Strategy Across Delegates’ Banks

Session 11: Case Study - Developing & Executing Marketing Strategy to Boost Profitability

  • Defining Mutually-Exclusive Market Segments
  • Calculating the Profitability of Market Segments and Assessing Their Attractiveness
  • Assessing a Bank’s Competitive Strengths in Different Market Segments
  • Setting Development Priorities Across Market Segments
  • Specifying Actions Plans for Moving Ahead
  • Setting Profit Improvement Targets for Individual Market Segments
  • Setting the ROE Target for the Whole Customer Base

Day 3

Session 12: Case Answer - Developing & Executing Marketing Strategy to Boost Profitability

  • Delegates’ Answers to the Case Study in Session 11
  • Presentation of the Model Answers
  • Discussion About Strengthening Marketing Strategy at Delegates’ Banks

Session 13: Case Study - Pricing Loans to Meet a Bank's ROE Objectives

  • Explanation of Target-ROE Risk-Adjusted Pricing of Loans – “TRAP Pricing”
  • Fixing TRAP Prices for 5 Loans and Deciding What Action the Bank Should Take:
    - 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 Dangers of Lending Below TRAP Prices

Session 14: Case Answer - Pricing Loans to Meet a Bank's ROE Objectives

  • Delegates’ Answers to the Case Study in Session 13
  • Presentation of the Model Answers
  • Discussion About Improving Loan Pricing at Delegates’ Banks

Session 15: World-Class Standards of Credit Management

  • The 250 Elements of Credit Management
  • World-Class Standards of Credit 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

Session 16: Group Work - Achieving World-Class Credit Management at Delegates’ Banks

  • Assessment of Important Elements of Credit Management at Delegates’ Banks Against World-Class Standards Using the CRAM Methodology:
     - Credit Policy
     - Credit Management Processes
  • Identification of the Main Improvements Needed to Reach World-Class Standards
  • Development of an Action Plan and Timetable for Reaching the World-Class Standards

Session 17: The Role & Responsibilities of a World-Class Credit Policy Committee

  • Key Mission of the Credit Policy Committee in Leading Banks
  • Main Numerical Targets for the Credit Policy Committee
  • Principal Responsibilities of the Credit Policy Committee
  • Current Priority Tasks for an Illustrative Credit Policy Committee
  • Chairperson and Members of a Typical Credit Policy Committee
Day 4

Session 18: ALM - A Business With Risks, Not Just Risk Management

  • The Fundamental Nature and Purpose of ALM in Leading Banks
  • Modern Methods for Measuring ALM Profits and Risks

Session 19: Case Study - Measuring Correctly the Profitability from ALM Decisions

  • Understanding the Case Study Bank’s Balance Sheet and Profit & Loss Account
  • Assessing Transfer Rates for Defining Profitability and Selecting the Best:
    - “Psychological” Transfer Rates
    - Cost-of-Funds
    - Single Pool Rate and Dual Pool Rate
    - Mark-to-Market Rates
  • Calculating and Attributing ALM Profits:
    - “Gapping” Profits
    - “Structural” ALM Profits
  • Calculating and Attributing Customer Profits: Deposit Profits, Lending Profits
  • Restructuring the Case Study Bank’s Balance Sheet to Balance Profits and Risks

Session 20: Case Answer - Measuring Correctly the Profitability from ALM Decisions

  • Delegates’ Answers to the Case Study in Session 19
  • Presentation of the Model Answers
  • Discussion About Improving ALM Profitability Measurement at Delegates’ Banks

Session 21: Running ALM as a Business - The 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
  • The Support Needed by ALCO’s for Them to Perform Well
  • Discussion: Priorities for Strengthening ALCO’s at Delegates’ Banks

Session 22: The Information & Analytical Support Needed by ALCO’s

  • The Role of a Advanced ALCO Support Unit: 
    - ALM Business Policy Development & Communication
    - ALM Support Policy Development & Communication
    - ALM Education  
  • The Vision of ALM in Progressive Banks

Session 23: Choosing the Best Organisation Structure - Organisational Design Principles

  • Leadership Principles, Relating to the Effectiveness of a Bank’s Top Team, Coordination of Divisions, and Clarity of Reporting Lines
  • Business Principles, Including the Balance of Profit and Cost Centres; the Organisational Prominence Given to Priority Segments; the Separation of Responsibilities for Sales, Credit and Operations; Spans-of-Control and Layers of Management
  • Management Principles, Relating to the Size and Quality of Support Functions and the Extent of Delegation

Day 5

Session 24: Strengthening Strategic Governance by the Board and Top Executive Team

  • The Growing Need for Strategic Governance
  • The Rationale for “Group” Committees
  • Typical Group Committees, Their Objectives and Illustrative Terms of Reference
  • Key Factors for Success of Group Committees, Including:
    - Enough Top Management Time for Group Committees
    - Rotating Committee Chairmanships
    - Committee Coordination

Session 25: Best-Practice Organisation of Business & Support Divisions and Branch Networks

  • Main Organisational Models for Banks: Territorial, Product, Segment, Functional, Matrix and Hybrid Structures
  • Organising Business Divisions and Functions:
    - Personal (Retail) Banking
    - SME Banking
    - Corporate Banking
     - International Banking
     - Key Customer Relationship Management
  • Organising Branch Networks
  • Organising Support Divisions

Session 26: Motivating the Workforce to Change and Excel - Profit-Sharing Schemes

  • Examples of Successful Profit-Sharing and Other Incentive Schemes
  • Economic Impact of Profit-Sharing on Shareholders, Executives and Other Staff
  • Key Factors for Success of Profit-Sharing, Including Objective, Fair and Frequent Performance Appraisal

Session 27: Case Histories - Managing Major Profit Improvement Projects Successfully

  • Setting Clear, Challenging Yet Realistic Profit Improvement Targets and Deadlines
  • Gaining Board and Top Team Support for Profit Improvement, and Removing “Blockers”
  • Planning and “Branding” the Work
  • Forming and Organising the Profit Improvement Team, Including Project “Champions”
  • Organising Top Management Governance of the Profit Improvement Work
  • Announcing the Project to the Whole Workforce
  • Taking Immediate Steps to Freeze Costs and Boost Income
  • Communicating Progress Regularly to the Workforce and Rewarding Success
  • Case History: A Bank that Increased Pretax Profits by a Factor of 4 Over 1 Year

Session 28: Profit Improvement Priorities for Delegates' Banks

  • Setting Priorities for Boosting Profitability: More Income, Better Risks, and Lower Costs
  • Defining the Actions to be Taken
  • Proposing Timetables for Moving Ahead

Session 29: Summary of the Programme
Evaluation of the Programme
Presentation of Certificates

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  • 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.
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