As the banking environment demands a different skill set for those operating leaner branch networks, institutions should look at tellers as a longer-term human resource with growth potential.
The inconsistency between what millennials say on surveys and their actual behavior should make bank marketers skeptical about building programs around such research.
The challenges of running a business become exponentially greater when managers seem to be spending more and more of their time finding and training new team members than in actually executing strategy.
While some institutions find it sensible to appoint chief operating officers to assist the CEO or as part of a succession plan, many others increasingly choose to go without a COO.
Establishing a set of standards of practice for chief risk officers and others would help benchmark the quality control for managing risk in the financial services industry.
There are countless considerations banks face when joining another institution, but blending two distinct organizational philosophies into a healthy culture must be a top priority.
The physical branch network is not dead, but to ensure its viability banks need to get serious about trimming it down and combining branches with digital channels.
