Kooperativer Bibliotheksverbund

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Format: 1 online resource (225 p.)

ISBN: 1-85573-913-5

Series Statement: Managing change in financial services series

Content: Technology. Deregulation. Privatisation. Globalisation. No financial service business is immune to these forces, as they feed on each other in a whirlwind of change. These changes will require a revolution in the way all organizations are managed, demanding:〈ul〉〈li〉New competitive strategies〈/li〉〈li〉Alliances and mergers〈/li〉〈li〉Business intelligence〈/li〉〈li〉Risk management〈/li〉〈li〉Quick responses〈/li〉〈/ul〉Driving strategic change in financial services outlines the important trends and political decisions which have transformed the financial services industry. It examines how organizations are

Note: Description based upon print version of record. , Front Cover; Driving Strategic Change in Financial Services; Copyright Page; Table of Contents; Foreword; Series preface; A DEDICATION TO DENIS BOYLE; Contributors; Introduction; PART I: The driving forces for change; CHAPTER ONE. The Darwinian shake-out in financial services; The driving forces for change; Supercompetition; The struggle for survival; The shakeout; Organising for growth and innovation; References; CHAPTER TWO. Deregulation and re-regulation; The reasons for regulation; The reasons for deregulation; The nature of deregulation; The reasons for re-regulation , The nature of re-regulationCHAPTER THREE. Changing needs and expectations; The traditional role of financial institutions; The assets of financial institutions; Changing patterns of demand; Changing societal expectations; CHAPTER FOUR. The impact of technology and globalization; The underlying technologies; Infornnation technology in the financial sector; The impact of IT on financial services; Globalization: causes and consequences; CHAPTER FIVE. Competition and performance; Structural and behavioural features; The current state of competition; The interaction of demand and supply , Competition and performanceCHAPTER SIX. Strategy and structure; Evolution of strategic awareness; The sources of sustainable competitive advantage; The challenge of organizational design; Four key issues of organizational policy; PART II: Strategic leadership; CHAPTER SEVEN. Reorganizing and re-engineering a building society; Building societies; The Alliance & Leicester; Strategic Review; Project Proteus; The results; Group Chief Executive's role; The future; From Proteus to Enterprise; References; CHAPTER EIGHT. Managing the portfolio of a global financial services organization; Introduction , The new executive teamThe group vision; The role of management in culture change; Measuring stakeholder perceptions - the Balanced Business Scorecard; Managing the challenges and tensions of a diverse portfolio; The role of the corporate centre; Managing group risk under different scenarios; The future for NatWest - new ventures and new challenges; Reference; CHAPTER NINE. Implementing new distribution strategies; Introduction; Breaking the mould in banking; The future network: 'fighting fit and fit to fight'; The development of self-service banking , Multimedia: To boldly sell where no banker has sold before'The portable bank: a bank wherever and whenever you want it; Customer and staff satisfaction; The future; References; CHAPTER TEN. Corporate development for an intemational bank; Introduction; A new structure; Banking in the 90s: the environment; Corporate development; Managerial processes and tools; Conclusions; References; Bibliography; CHAPTER ELEVEN. Managing public affairs in the life insurance industry; Introduction; Financial services - the products; Market drivers; Impact on the life insurance industry; The industry's response , Criteria for future success , English

Additional Edition: ISBN 1-85573-431-1

Language: English