The values of German regional banks offer an enormous breeding ground for the responsibility and sustainability in business strategies desired by customers. They only mean an immensely high level of change competence for the entire bank or savings bank. This requires a seriously intended cultural change, which all management levels can exemplify at the TOP-Down stage.
Is the survival of regionally operating universal banks, despite all the pressure on costs, interest rates and regulations, really only achievable through specialization, as Klarna founder Siemiatkowski explained to the Swedish newspaper “Svenska Dagbladet”? As head of Europe’s most valuable non-listed Fintech, he oracles about the exit for universal banks in about five years. In the course of our work over the past few years, we are more likely to ask ourselves whether regional banks have perhaps just not yet played out their greatest advantage.
Are “megatrends”, as published by the Zukunftsinstitut, not exactly representable by regional banks and thus the big chance?
To implement sustainable values such as health, neo-ecology, new work, individualization and connectivity, to name just a few, regionally into the business strategy and thus match the zeitgeist of the heir clientele is a feasible way and could be on the “to do” lists.
Leaving the use of profits in the region to the customer, creating corporate customer networks, real relationship management in holistic consulting, etc. are not new ideas, but fulfill values of our time and have hardly been implemented consistently so far.
Is it due to…
- … missing capacities?
- … too few entrepreneurially thinking employees?
- … managers trained and controlled for short-term profit?
- … lack of change competence?
Agility and change culture are key words for the future
Agility is the new trend and is trained in seminars over and over. That way we become faster and more innovative. Certainly it needs agile action. Only can agility really be trained, or is it the result of an inner attitude?
In our work with regional banks, especially through our close cooperation with one of the most successful savings banks in Germany, we have clearly seen that the key to sustainable success lies in the culture of change and that agile action can be experienced live there again and again.
Change culture is not change management in the classic sense. Normally there are change management measures to accompany individual goals or projects. The brain should understand the meaning of the project in order to be motivated to change. If you now regularly give your employees new projects or process changes, the brain adds up the necessary change requirements and is overtaxed. Sick days increase and changes become a red rag. Not so in the change culture.