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Unformatted text preview: explain to us why we should do one and not the other” is a comment
we have heard. Third, opportunities requiring collaboration across business units
(or silos) often seem impossible; we frequently hear remarks such as, “We’ve given up
trying to work with these high-net-worth guys. They simply don’t trust us.”
An effective organizational approach, which calls for banks to look in the mirror
and simultaneously undergo a medical checkup, consists of these two elements:
Quantitative methods. Networks among individuals can be mapped
with a survey-driven or e-mail analysis, which is critical to establish the
facts. Using the results of this network mapping, senior managers can
learn which groups and individuals network effectively and why. The
exercise, while often confirming anecdotal evidence, can also yield
surprises—for example, by identifying people who are better at
managing up than across or “orphans” who seem to have no networks
Interviews and free-form comments. By delving several layers inside the
organization, interviews and free-form comments help to identify the
specific opportunities and barriers in more detail. Qualitative input
works most effectively when combined with quantitative methods.
Highly talented professionals have deep convictions about the
problems they face, as well as the potential solutions: in a survey we saw,
one in three managing directors took the time to add detailed comments.
This kind of process, which allows for confidential commentary, can
give senior leaders powerful and colorful feedback best synthesized and
prioritized using a phrase and text analysis.
Linking the findings to economic opportunities is critical. Our experience of
investment-banking settings suggests that linkages between distribution (product
coverage) and products are often essential to improve performance. One
organization, for example, was very successful at delivering a local product in each
of the company’s native geographies but failed to capture business elsewhere
(Exhibit 2). In yet another, the inability to cross-sell products in l...
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This document was uploaded on 02/19/2014.
- Spring '14