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Developing people and the corporate culture in financial services

Edited by Vlad Stanic, Partner, Acker Deboek & Co and Denis Boyle, formerly Managing Director, Service Management Systems (UK)

To succeed in fast-moving markets, financial services organizations have to manage change in organizational culture in order to harness the commitment as well as the competences of their human resources. Changing the 'corporate mind' is a fundamental survival skill for the new leaders as well as the basis for market dominance in the future.

Developing people and the corporate culture in financial services describes the personal views and direct experience of practitioners working with a variety of organizations. It focuses on the fundamental requirements for transforming corporate cultures and describes the ways to bring out the best efforts and commitment of the people employed.

ISBN 1 85573 432 X
ISBN-13: 978 1 85573 432 6
May 1999
192 pages  234 x 156mm  paperback  
£55.00 / US$95.00 / €65.00

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About the editors

Vlad Stanic is a leading corporate psychologist who runs an independent consultancy practice. His management experience includes senior appointments with American Express and TSB Group.

Denis Boyle was one of the top business strategy consultants, who founded TPG Partners with Tom Peters and was Managing Director of Service Management systems (UK) before his untimely death.

Titles which may also be of interest:
Achieving transformation and renewal in financial services
Driving strategic change in financial services
Competitor analysis in financial services

Contents

Achieving success in services through cultural change
Ken Irons, KIA
 - Why culture?
 - The raw material of service
 - Strategic cohesion
 - A framework for culture
 - Change through people

Using vision and mission statements to increase motivation
Denis Boyle
 - The future does not happen: it is created
 - deciding on the organization's mission - top management's key task
 - Creating a powerful strategic vision
 - Developing the organization's core values
 - Making the mission statement meaningful to everyone
 - Designing a mass involvement process
 - A case of customized mass involvement

Mobilising the organisation to create shareholder value
Denis Boyle
 - The importance of shareholder value - defensive and offensive
 - A strong customer focus is the starting point for involving people
 - Involved people keep and capture customers
 - Involving staff in developing new ideas
 - Management must provide programmes to encourage involvement
 - Using 'the sparkle factor' on analysts

Organising high performance teams using the Balanced Scorecard
Denis Boyle
 - The value of teams
 - The team as a micro-business
 - Building the right environment
 - Establishing customer-focused units
 - Assessing profitability by customer group
 - Delegation not abdication
 - Providing information for action: the Balanced Business Scorecard
 - Providing information for action: making it user-friendly
 - Team support: from 'command and control' to 'coaching'
 - Team support: understanding how to improve business performance

Changing the management style to encourage employee participation
Denis Boyle and Arild Borg, Partner, Change Management International
 - The new organizational structures demand participation
 - Changing the management style begins in the boardroom
 - The expectations of the new leader-manager
 - The new participative management style at work

The new role of human resources: catalyst and buyer services
Nigel Barrett, formerly Deputy HR Director worldwide, NatWest Group
 - The end of the assured employment era
 - Positional power
 - Contributory power
 - Network power
 - Virtual HR?

Reducing the workforce and introducing flexible contracts
Robin Linnecar, Director, The Change Managment Partnership
 - A continuing need for the new sources of skills
 - Downsizing, restructuring and de-layering
 - Use of outplacement and managing guilt and stress
 - New psychological contracts of employment
 - Managing know-how and performance

Management development strategies for the twenty-first century
Vlad Stanic
 - Flat organizational structures
 - Empowerment and accountability
 - Missions and visions: positioning and updating commercial requirements
 - Leadership and the super manager
 - Motivating staff and obtaining their commitment
 - Education and training as communication systems
 - Lateral versus vertical career progression
 - Relating management competencies to business strategies
 - The key competencies/attributes for performance excellence
 - Developing core competencies and capabilities
 - Values and ethics in the fluid organization

Managing organizational change programmes and evaluating their effects
Vlad Stanic
 - Initiating change
 - Strategy and change
 - Evolution and revolution
 - Controlling the legacy of the past
 - Determining the levers of change
 - Commercial logic versus emotional acceptance
 - The learning culture
 - Role of top management
 - Change agents and agencies
 - The role of the human resources function
 - Tracking change: tools and techniques
 - Evaluating change programmes
 - Costing the change
 - The aftermath: preparing for the backlash

The future of employee relations
Leif Mills, formerly General Secretary, BIFU
 - Building societies
 - Insurance
 - Banking
 - The Bank of England
 - Performance-related pay
 - Job evaluation
 - Contracting out
 - Temporary and part-time staff
 - The future for trade unions
 - Trade union legislation