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Successful process improvement programs require asking the right questions and engaging employees in the process.
To strengthen bonds with commercial customers, banks need to reorient the role of relationship managers to more sales activity and credit authority and less administrative and compliance work.
Improving branch productivity is about more than just teller scheduling; it also includes changing the way your employees think and work.
As regulatory and business costs continue to mount, banks would be well advised to hire at least one individual whose sole focus is to tackle process and efficiency opportunities.
While changing an organization’s culture is never easy, the military model offers some clues to success.
In their quest to improve teller performance, banks can achieve measurable gains by using benchmarked transaction data of peer institutions.