The bank had lost elements of it business focus as the current business model had had the effect of turning the 34 businesses into self-contained ‘silos’.

The bank was tasked with developing leadership capability in the cadre of Business Heads for enhanced cross-business collaboration in order to enlarge market share and increase share value.

Objectives

To ‘Lift the Bank’s Leadership Ceiling’: to enhance leadership capability of the Bank’s 34 Business Heads. Cross-business collaboration was the major block to The Bank’s future development in transforming from a regional to an international bank.

Methodology

The Tavistock Institute’s intervention led to the creation of three Leadership Councils to effect enhanced cross-business collaboration within the formal operating models structure. The creation and function of the Leadership Councils, and later Business Forums, together with consultancy interventions, was an important step in taking up broad leadership roles across the organisation as a whole.Working with the Bank’s Organisation Development research consulting team, the Tavistock Institute initiated a process of research, design and implementation involving interviews, workshops, conferences, feedback and review meetings and role consultations for The Bank’s Business Heads and the Bank’s Executive Committee.