Achievements: Banking Sector
The corporate banking unit responsible for $400 million of revenues of a major international bank was experiencing a lack of future sales visibility. In addition managing the international sales resources was becoming increasingly time consuming and conflictual. A crisis was looming…
After a week of data analysis and interviews it became apparent that the heads of the Human Resources department and the IT department each had their own idea of how the bank should be run. In effect they were compromising the top revenue generating managers’ ability to innovate and improve how their sales pipeline was being managed. To make matters worse, the compensation structures of those involved in the sales process were not aligned with their manager’s objectives of building a reliable sales pipeline.
The Cohen & Simons way was to implement our trade marked Bridges to Performance ™ operations meeting at executive board level in order to resolve the inter-departmental conflicts allowing the Chief Executive to start building a real team.
A new corporate culture started to emerge based upon co-operation, trust, transparency and above all accountability and reward for performance. Cohen& Simons was then asked to solve the interminable “delays” in the roll-out of innovative IT projects the bank had committed to.