Introduction:

This Harvard program is designed to equip bank managers with the essential skills and knowledge needed to excel in their roles. In today’s competitive banking industry, it’s critical to stay ahead of the curve and continuously improve performance. This training program covers a wide range of topics from strategic management and leadership to leading digital transformation, sales, and customer experience. Participants will have the opportunity to learn from an expert in the field and collaborate with their peers in interactive workshops and discussions. By the end of the program, bank managers will have a comprehensive set of tools and techniques to enhance their performance, improve their teams’ performance, and drive business growth.

Harvard series for Banking Professionals and Executives is the definitive collection of ideas and best practices for aspiring and experienced leaders alike. This series offer essential training selected from the pages of Harvard Business Review on topics critical to the success of every manager.

Titles include:

1. Strategic Leadership with Impact: Building a Visionary Future for Your Bank
2. Transforming Strategies into Comprehensive Impact
3. Bank Manager Mastery: A Comprehensive Training Program to Power up Your Performance
4. Empowering Bankers: Communication, Decision Making, and Leadership for Success

Who should attend:

managerss, directors, and team leaders who hold leadership and management positions .

Course Objectives

• Business Strategy and Planning: To provide bank managers with a comprehensive understanding of business strategy and planning, including industry analysis, competitive positioning, and strategic planning frameworks.
• Leadership and Team Management in a Bank Setting: the knowledge and skills needed to effectively lead and manage teams.
• Leading Digital Transformation: understand and navigate the digital landscape.
• Customer Experience Management: the skills and knowledge needed to create a customer-centric culture and deliver exceptional customer experiences.
• Innovation and Creativity: develop a culture of innovation and creativity within the team and organization.

• Customer Experience and New Technology Innovation is Sales: the skills and knowledge needed to improve customer experience and drive sales using modern technology.
• Communication and Influencing Skills: the knowledge needed to communicate effectively with stakeholders, including clients, employees, and regulators, and to influence others in order to achieve desired outcomes.

Day 1: Create Your Strategy, and communicate it to the Executives

• Developing a strategic mindset: be able to anticipate and respond to market trends and disruptions.
• Leadership styles: adapt your leadership approach to the needs of their team and organization.
• Managing change and innovation: innovating to stay ahead of the curve and meet changing customer needs.
• Managing Your Boss: managing up and building a positive relationship with your boss for a more productive and collaborative work environment.
• Understanding Executive Decision-Making Styles: Five Types of Decision-Making Styles Among Executives
• Strategies to Influence Executives Based on Their Decision-Making Preferences
• Leveraging Knowledge of Decision-Making Styles to Tip the Outcome in Your Favor
• Case Study Discussion.

Day 2: Leading Digital Transformation

• Discovery-Driven Digital Transformation: Definition and importance of Discovery-Driven Digital Transformation in banking, with Examples of success.
• The Transformative Business Model: Understanding the requirements and benefits of building transformative business models.
• Competing in the Age of AI: Identifying opportunities and threats associated with AI in banking industry.
• Building the AI-Powered Organization and ensuring proper infrastructure for AI implementation.
• Digital Doesn’t Have to Be Disruptive: Identifying and prioritizing digital transformation initiatives for non-disruptive digital transformation.

Day 3: Building and Managing High-Performance Teams in A Banking Environment

• Understanding Leadership: Different leadership styles and their pros and cons
• Building High-Performing Teams, team dynamics, and how to manage people.
• Empowering impact in individuals and reinforcing their resourcefulness.
• Leading Change: Best practices for driving creativity in banking.
• Case Studies and Interactive Exercises: Review of real-life case studies of successful leadership and team management.

Day 4: Customer Experience and New Technology Innovation is Sales

• Modern technology in Transforming sales strategy, nurturing leads, and managing potential clients.
• Customer experience design: design customer experiences that are intuitive, user-friendly, and tailored to customer needs.
• Relationship management: Building strong relationships with customers is essential for driving customer loyalty and retention.
• New Technology Innovation is Sales: leverage new technologies, to drive sales growth, and reduce costs.
• Building customer loyalty: drive revenue and reduce customer churn.

Day 5: How Successful Leaders Think

• Excel at integrative thinking, and holding two opposing ideas simultaneously.
• Forge innovative “third way” solutions that improve upon existing choices.
•  Create an innovative business model, leading to success in the corporate market.
• Resist conventional “either-or” thinking and embrace complexity.
• Consider factors beyond the obvious and generate profitable solutions without making trade-offs.
• Find the Right Balance – and Flexibility – in Your Leadership Style

Bonus Case Study: Revitalizing State Bank of India

State Bank of India is India’s oldest and largest bank with the government of India as its majority shareholder. Arundhati Bhattacharya, a 35-year old veteran of the bank, is appointed as its chairman in October 2013. Her appointment coincides with Moody’s downgrading the bank’s debt due to rising non-performing assets. She embarks on a mission to improve the bank’s risk taking and management abilities, ensure uniform customer experience, and encourage greater collaboration among various verticals.

by Srikant M. Datar. Source: Harvard Business Review