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Our courses are intended for a global audience, with each one being completely customisable to suit the needs of the individuals it is being delivered to.

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Strategic Management for Bankers

  • Banking and Financial Markets, Management Skills, Retail Banking
  • Duration: Three days
  • Information

    This is a Three - Day programme for middle to senior managers. The learning objective is for participants to understand and learn the application of some of the principal tools and techniques employed in strategic as opposed to tactical management. The programme is modular in construction and each module comprises a series of exercises, case studies, instruments and discussions, all designed to enhance the knowledge base of the participants.

    Successful organisations develop managers at all levels to distinguish between strategic and tactical management – the difference being, mainly, the time factors in which the decision takes effect. The longer the decision effect the more strategic it becomes. In other words a proper strategy decision may not have an effect for two years or more, whereas the tactical decision is something that is effective in the short term. Understanding this is an essential skill, as it moves the thinking and decision-making processes further down the organisational hierarchy and frees up top management to concentrate on the important aspect of the business – thinking in the long term.

    Large banks are always comprised of large departments. And these free-standing departments are almost always independently the equivalent of large external corporates in their structures, manning, financial activities and profitability. The management of such departments requires all the elements of corporate strategy. In addition senior departmental managers must always be capable of acting in a corporate sense and to understand the need for active and intelligent cooperation with their colleagues at all levels – the ultimate goal should always be the maximisation of shareholder value.


    Strategic management can be broken down in four essential factors which comprise corporate success; these are:

    • Innovation - doing things first. (Recognising that any advantage can quickly be eroded if the innovative approach or product were easily to be copied)

    • Reputation - the advantage of well-regarded brands

    • Strategic Assets – financial or material

    • Architecture - a structure of relationships sufficiently complicated or implied which are difficult to reproduce by competitors.

    • It is only when senior managers understand this thesis that an organisation, like a bank can seriously enhancing profitability and growth whilst remaining competitive and innovative.


    Day One:

    What is Strategy?

    • Setting a clear direction and objectives for a business so that it achieves a sustainable competitive advantage

    • Identifying distinctive capabilities

    • The relevance of market-based strategies

    • Becoming different and better

    • The Strategic Game board – limitations to strategy

    • Strategic thinking – Porter models –the five forces

    Day Two

    • The elements of strategic planning in bank and financial institutions

    • Analysing the competitive environment

    • Identifying target markets and customers

    • The stages of industry and organisational maturity

    • Critical success factors

    • Doing things right versus doing the right things

    • Preparing for strategic planning

    Day Three

    • Strategy forecasting

    • Industry mapping

    • The organisational audit – core competences

    • Organisational and departmental mission and vision

    • Strategic implementation

    • Monitoring performance – the “balanced scorecard”

    Course Close

    Register interest

    As every course we run is tailored to meet the specific needs of each client, we can only provide an estimate after fully understanding your specific requirements. Please complete the form below of call +44 (0) 208 894 4977 to discuss how Taylor Associates can help you.

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