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Unformatted text preview: ocal markets was 4 particularly disheartening; in some, the local product groups barely knew one
another. Exercises revealed the existence of “unmerged” groups after a merger:
employees who were not connected with many colleagues and were therefore
vulnerable to offers from competing institutions, as well as entire subgroups that
had much higher attrition rates than initial estimates suggested.
EX HI B IT 2
Global delivery of products Most investment-banking management information systems would fail to capture
these insights. Hence, the value of mapping techniques that provide a much deeper,
more nuanced and explicit understanding of how companies really work on an
When companies undertake such an exercise, the findings sometimes confirm
management’s intuition and act as powerful fact-based triggers to bring skeptics on
board to help take action. But these exercises can also identify issues that previously
lurked below the surface, unknown to management. One institution analyzed the
attitudes of different levels of employees, for instance, and discovered fundamental
disagreements among the CEO, senior managers, and junior professionals on
several key issues, such as the understanding and interpretation of the bank’s
strategic direction and the balance between the priorities of divisions and business
units, on the one hand, and of groups within them, on the other. 5 Keeping the focus Addressing such issues to bridge silos requires a systematic approach. Banks should
focus on a handful of initiatives they can monitor closely at a senior level. These
initiatives fall into three categories: the top team’s alignment, organization-wide
initiatives, and cross-cutting themes.
Efforts to align the top team should cover whatever is really important and at risk.
Forcing reluctant star traders to participate in organization-wide networks, for
instance, can destroy enormous value if it dents the traders’ morale. Some senior
teams align naturally around such principles; others require a facilitator to reconcile
Organization-wide initiatives include efforts to change mind-sets and build
capabilities (through metrics, behavior, and role modeling), people initiatives
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- Spring '14