Executive Summary
Cultivating corporate culture can be part of your competitive strategy to increase shareholder value. It provides you with a degree of invisibility against your rivals, and allows your bank to adapt with flexibility to new conditions in such a way you will catch the competition unaware. Yet all too often, while senior executives will manage change by addressing strategic policy and process issues, they pass off the third part of the equation – the people – to Human Resources. While HR does have a key role to play, particularly in these days of turbulence and increasing corporate governance, it is a support role. Leadership for cultivating organizational culture, values and reputation in its markets and with all stakeholders (staff, shareholders, customers, suppliers, partners and regulatory and official bodies) rests with the CEO.
