GBRW Formulating Banking Strategy Training

Formulating the Strategy...

...provides a systematic and comprehensive methodology for the formulation of strategy in banks. It gives practical experience of the tools and analytical techniques needed to build a strategy for the future based on a sound understanding of the bank’s capabilities and of the macro and market environment within which it operates.

Formulating Strategy in Banking

"What's the use of running if you are not on the right road?"

German proverb

This course provides a rigorous methodology for the formulation and articulation of a bank’s strategy. It is Part 1 of GBRW Learning's three-part programme for bankers wanting to improve their strategic management skills. It can be taken as a stand-alone course, or can be usefully followed up with the two other parts of this training suite -‘Implementing the Strategy’ and ‘Monitoring Strategic Performance’.

View full suite of Strategy & Management courses »

KEY FEATURES

» Up to 20 delegates per course.
» Three days (21 hours) of tuition.
» Complementary tools, models & methodologies.
» US$ 11,500.00 per course.
» Average price per delegate as low as US$ 750.00 very competitive.

Course Overview

The course covers all the main steps in the formulation of strategy, and demonstrates the tools and analytical techniques that can be used to build a strategy for the future based on a sound understanding of the bank’s capabilities and of the macro and market environment within which it operates. Developing strategy requires a combination of sound analysis with creative thinking. The course encourages participants to ensure that the strategy that they develop is evidence-based, while at the same time allowing them to think “outside the box” in conceiving market-beating and innovative approaches. It also suggest ways in which strategy can be described and communicated in a compelling manner, to win the commitment of senior management and the support of staff.

Course Instructor

GBRW Director Johnny Rizq is an experienced strategist, consultant and trainer specialising in banking and financial services in Emerging Markets. An Economics graduate, Johnny’s career has included 23 years with the Lloyds Banking Group initially as an economist, later taking senior roles in trade and project finance, strategy and innovation. For many years he headed Lloyds TSB’s International Advisory Services unit, providing consulting and training services to banks worldwide.

Johnny’s clients have included banks, central banks and governments in the Middle East, Russia, Central and Eastern Europe, Africa, the Far East and the Caribbean. His particular interests are in strategic and business planning, strategy implementation, strategic performance management, culture change, and internal communications. Johnny regularly runs courses and facilitates workshops on Strategy, Change Management, Management Information Reporting, and Strategic Performance Management.

Course Objectives

Participants in the course will come away with:

  • Confidence in their understanding of the steps required to formulate a coherent bank strategic plan
  • Practice in the use of varied tools and techniques for situational analysis, market understanding and developing strategic options
  • Knowledge of the typical generic strategies deployed by banks around the world, and their relative merits and disadvantages
  • Ability to align strategy with the capabilities and resources of the organisation, taking advantage of opportunities in the market
  • Ability to present strategic plans to senior management and all staff in a compelling and consistent manner.

Target Audience

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?

Course Outline

MODULE 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
MODULE 2: SITUATIONAL ANALYSIS – WHERE ARE WE NOW?
  • 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
MODULE 3: THE STRATEGIC OPTIONS – WHERE COULD WE BE?
  • Market segments and hot spots
  • Porter’s Five Forces
  • Porter’s Three Generic Strategies
  • Treacy& Wiersema’sThree Value Disciplines
  • The AnssofMatrix – 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
MODULE 4: MISSION AND 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
MODULE 5: STRATEGIC GOALS – WHERE SHOULD WE BE?
  • 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
MODULE 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

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.

This course includes:

  • 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

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