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- Drive-thru operations account for
35 percent of bank’s growth in past 12 months.
- New accounts contribute 28 percent
of new growth.
- Bank is organized by functional departments.
- Worker responsibilities blurred by
recent changes to job functions and by employee turnover.
- President enthusiastically supports
empowerment and autonomous decision-making.
- Key, long-term managers are skeptical
of empowerment and seek to protect the traditional departmental
power structure.
- Customer service surveys indicate
mounting problems in both targeted areas.
- Voluntary task groups formed to conduct
research and prepare recommendations.
- Facilitated task force meetings.
- Emphasized objectivity in research
and reporting.
- Identified organizational barriers
to change.
- Documented customer service operations
to identify weaknesses and redundancies.
- Thirty-eight (38)
recommendations were formally presented to senior management.
Seventy-five percent (75%) were approved.
- Customer service operations were
streamlined; redundant activities were eliminated.
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