Strategic Management for Banks (Part 1)

Strategic Management for Banks, Part 1: Formulating the Strategy

E-Learning3 Days

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Course Modules

  • 1. the strategic plan

    • What is it and why does it matter
    • Can a bank function without a strategy?
    • Strategic plans, business plans, operational plans and budgets – differences and interrelations
    • Who is involved in strategic planning, and what skills do they need?
    • Time horizon of the strategic plan
    • The strategic planning cycle and timetable
    • Typical contents of a strategic plan
  • 2. situational analysis

    • Financial assessment and performance review
    • Understanding the macro environment - PESTLE
    • Resources and capabilities – financial, human, technological, process, culture and brand
    • The market, and competitive position
    • Strengths and Weaknesses – the SW of the SWOT
  • 3. the strategic options

    • Market segments and hot spots
    • Porter's Five Forces
    • Porter's Three Generic Strategies
    • Treacy & Wiersema’s Three Value Disciplines
    • The Anssof Matrix – Penetration and Diversification
    • The Boston Box – Dogs and Cows
    • Opportunities and Threats – the OT of the SWOT
    • Summarising the SWOT
    • Coming to a conclusion – Combining the evidence base with creativity, innovation and discipline
    • Testing viability – Building and using a financial model
  • 4. mission & vision

    • What do they mean and why do they matter?
    • Examples from around the world – some good, some bad
    • Characteristics of strong Mission and Vision statements – avoiding the pitfalls
    • Communicating the Mission and Vision – audiences and uses
    • Using Mission and Vision to inspire and lead
  • 5. strategic goals

    • Defining a customer value proposition
    • Understanding the Critical Success Factors
    • Defining Strategic Objectives: Financial; Customer / Market; Operational; Developmental
    • Selecting KPIs relevant to the strategy
    • Benchmarking performance data
    • Lead and lag indicators – drivers and outcomes
    • Building the Balanced Scorecard: Setting targets and Defining Key Strategic Initiatives and Action Plans
  • 6. communication, buy-in and review

    • Writing and presenting the strategic plan – when, how, to whom?
    • Getting approval and winning commitment
    • Making strategy everyone’s business
    • Cascading the strategy – the appropriate level of detail
    • Encouraging feedback
    • Strategy reviews – keeping it relevant and fresh

Further Information

  • Who should attend?

    The course may be of particular interest to those working in strategy, business planning, finance or marketing functions within a commercial bank. But we believe that “strategy is everyone’s business” so the course will be equally relevant for senior leaders, heads of business units and any members of a bank’s staff who are interested or involved in the formulation or execution of strategy. It will be useful for those in supervisory or executive roles, or in functional divisions or departments such as Retail, SME or Corporate Banking, Finance, Human Resources, Risk Management, IT, Operations or others.

    If you are asking yourself any of the following questions, then it is definitely for you:

    • What should a strategic plan cover, and what are the main steps in formulating it?
    • Are there tools, techniques and templates that will help me to formulate strategy professionally?
    • What can I learn from the strategies and experiences of other banks around the world?
    • How can I build a strategy that is realistic, but that will differentiate the bank from its competitors?
    • How should I communicate and present the strategy, to guarantee buy-in across the organisation?
  • Training needs analysis & post-training evaluation

    To ensure that participants gain maximum benefit from the course, it is our practice to send a detailed questionnaire to all course participants to ensure we fully understand their specific training needs and objectives.

    The completed questionnaires are analysed by the course instructor who will tailor the course content and style of delivery to the requirements of the participants.

    Following completion of the course, participants are asked to measure and assess the effectiveness of the training. The results are collated and reviewed, and the analysis shared directly with the relevant client stakeholders.

  • Course delivery

    • This is a three-day course totalling 21 hours of delivery time
    • It consists of six tutorial modules of approximately 2 hours each (i.e. a total of 12 hours of instruction)
    • A further nine hours of the schedule is dedicated to intensive group work and exercises, underpinned by case studies, all facilitated by the instructor
    • All hand-outs and instruction will be in English; participants should have a good working knowledge of English
    • The course is customised to the specific needs of the client, to ensure maximum relevance and benefit
    • Ideally delegates should have at least three years experience working in a bank either in a general management or leadership role, or employed in a strategy or planning role. Basic familiarity with key concepts of strategy would be helpful.
    • Because the course involves participative group work on case studies, and considerable interactivity during tutorials, the number of participants is limited to no more than 20
  • Tools, models & templates

    Courses are supplemented with a range of practical documented methodologies, models, tools, and templates refined from best practice, and tried and tested in a range of leading banks. Participants can take these back to the workplace to adapt and apply, and wherever appropriate, to make a tangible improvement to policy and practice in their own bank.

    • Step-by-step strategic planning guide
    • Sample Mission and Vision statements
    • Specially tailored Strategic Plan template and model plan
    • Financial Forecast model
    • Balanced Scorecard template
    • Strategy Communications Planner
  • Terms & Conditions

    Total fee cost for the delivery of the three-day course at the client’s site is US$ 11,500 (eleven thousand five hundred United States Dollars). This is exclusive of flights (discounted business class), accommodation (minimum. 4 star) for every night required off-site, local travel costs and subsistence and venue and equipment hire (if required) and materials production.

    These additional items will be for the account of the client or, alternatively, we can provide an all- inclusive quote encompassing all expenses if that is more convenient. GBRW Learning can also host the course on-site at or near our London headquarters for an all- inclusive fee of US$ 11,500 plus VAT. This includes venue and equipment hire but does not include the travel, accommodation and subsistence expenses of participants. A 60% deposit is payable one-month prior to the scheduled course date, with the balance payable immediately following completion of the course.

    Note: Discounts are available for multiple course bookings of the stand-alone course or other courses within the same programme.

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