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Mini Case

The branch manager has discovered that customer complaints and attrition across many branches are due to long wait times from outdated computer systems and operational procedures. While the regional VP and CIO want to maintain the status quo, the branch manager finds that branch managers across regions face similar issues. A strategic shift to improve transaction speed and customer service through technology upgrades could enhance customer satisfaction and retention while improving productivity, but the CIO and CFO are reluctant due to costs. However, the new board member is from an IT consulting firm and friends with the EVP, providing an opportunity to implement changes.

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Biswajit Prusty
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42 views1 page

Mini Case

The branch manager has discovered that customer complaints and attrition across many branches are due to long wait times from outdated computer systems and operational procedures. While the regional VP and CIO want to maintain the status quo, the branch manager finds that branch managers across regions face similar issues. A strategic shift to improve transaction speed and customer service through technology upgrades could enhance customer satisfaction and retention while improving productivity, but the CIO and CFO are reluctant due to costs. However, the new board member is from an IT consulting firm and friends with the EVP, providing an opportunity to implement changes.

Uploaded by

Biswajit Prusty
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Tipping Point Leadership

Scenario – banking sector

You have recently been promoted to the position of branch manager of a major Indian
commercial bank in the private sector having more than thousand branches and ATMs spread
across different States in India. In your new position, you learn that the branch has received
many customer complaints. Some of those customers were angry enough to have moved their
accounts elsewhere. The customers who left your bank have good credit ratings so they are
actually customers you wish to keep. In talking with some of them, you discover that they
enjoyed the personalized attention they got from the tellers, but they were irritated by long wait
times, whether they accessed your bank by phone, via the website, or by visiting your branch in
person. They were also annoyed by the many fees your bank charged, which made it painful to
review the monthly statement.
Your regional VP has tried to attract new customers through heavy advertising and interest rate
promotions, but the rate of retention is low. You tried to discuss these operational issues with
her but her reply was: “yes, but customers always complain. Besides, it’s the EVPs who need to
change our policies. Meanwhile we are investing in more retail locations, renovating older
branches and setting up welcome teams to build relationships with customers while they stand
in line.”
You were curious to see if these issues were affecting branches in other regions, so you contacted
several branch managers and found that they had the same concerns .In fact they and their
regional VPs were as eager as you were to do something to stop the stop the exodus of their key
customers .The call center manager is also eager to improve her call center statistics including
average call queuing time and abandonment rates as they impact her annual bonus.
Upon further investigation you discover that the common link across these delays is the
operational procedures built into the decades old network of computer systems. Some of the
procedures are no longer applied and should be reduced or eliminated, while new procedures
should be raised or created to handle the more complex customer transactions. You realize the
bank can enhance customer delight by offering improve transactional speed with a personal
touch. This strategic shift in the bank’s operations will also improve staff productivity across the
branches and call center, and reduce the cost of labor. However the CIO has built his career at
the bank on the successful implementation of the last system upgrade almost 12 years ago. Both
he and the CFO are reluctant to make a strategic shift due to the financial burden it would put on
the bank and anticipated disruption to the staff of the call center and the branches.
As you ponder the alternative to simply maintaining the status quo, you notice that a new board
member is the managing director of a major international information technology consulting
firm and a good friend of the EVP who oversees your region and 11 other regions across three
states.
How can you apply the principles of tipping point leadership to overcome these organizational
hurdles ?

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