SPP's engagements are often driven by organizational changes such as:
- New or refined business strategies
- Mergers or acquisitions
- Implementation of new business models and/or practices
- Re-definition of roles
SPP's principals maintain an active dialogue across business lines with many leading banks in the US and internationally, to continually augment the firm's in-depth knowledge of the banking business and maintain a focus on the industry's evolving best practices.
SAMPLE ENGAGEMENTS
Creating Commitment to a High-Growth Strategy
Our Client:
The Need:
Objectives:
SPP's Role:
A geographic region of a Midwest Community Bank
Lack of clear strategic objectives, customer value proposition, and employee engagement
Improve business performance, by improving the clarity and consistency of direction, strategy and focus
Speed the pace and enhance the effectiveness of execution, by increasing employee commitment to the vision and objectives
Research the factors limiting performance as the basis for designing and facilitating an action planning conference and follow up activities
Assist management in establishing clear strategic objectives and priorities, defining the customer value proposition, and in developing an action plan to increase employee productivity, engagement, commitment and satisfaction.
Improving Relationship Management Practices
Our Client:
The Need:
Objectives:
SPP's Role:
The Middle Market Banking group of a top-tier bank
Improve sales planning and sales management practices.
Accelerate new customer acquisition and achieve deeper penetration with existing clients by improving Relationship Management Practices and Sales Management
Assist management in identifying, refining and implementing business development and relationship management best practices
Enhance relationship and sales planning, client/prospect analysis, idea and proposal generation, and positioning/selling proposed solutions.
Strengthening Executive Collaboration, Teamwork and Strategic Focus
Our Client:
The Need:
Objectives:
SPP's Role:
The Chief Risk Officer of one of the 10 largest banks in North America
Silos within the Risk Management function were impeding the achievement of consistent and focused results
To take advantage of a significant reorganization of the function to re-focus management with a clear and shared vision and direction
Develop a process for breaking down the silos within the risk management function
Guiding the leadership team in clarifying the vision and direction of the risk management function and the management committee.
Improving Transaction Origination and Underwriting
Our Client:
The Need:
Objectives:
SPP's Role:
The Wealth Management business of a global bank
Business practices for credit specialist roles designed to focus on credit solutions varied widely across geographic regions and market segments
Improve the quality and timeliness of underwriting decisions.
Design and facilitate an approach to clarify priorities and implement consistent business practices; sharing best practices and improving employee engagement and commitment.
Growing the Wealth Management Business
Our Client:
The Need:
Objectives:
SPP's Role:
Outcomes:
One of the premier wealth management organizations in the world
Additional growth strategies in anticipation of a period of expected slow growth
Increase new client acquisition and penetration of existing clients
Work with relationship managers and team leaders to develop growth strategies and ensure that those responsible for implementation possess a high level of 'ownership' of, and commitment to, the action plans.
In the six months following the engagement, revenue growth significantly surpassed anticipated and targeted levels.
Increasing Job Clarity and Productivity
Our Client:
The Need:
Objectives:
SPP's Role:
Commercial banking unit of a top 10 global bank
Loss of focus on key priorities over a period of years
Improve business performance by re-focusing the business and re-engaging employees, in conjunction with a major business restructuring
Work with an employee task force to re-examine and clarify job priorities, strengthen business practices, streamline processes, and improve employee engagement, commitment and productivity.
Re-establishing Direction, Business Strategy and Priorities
Our Client:
The Need:
Objectives:
SPP's Role:
Outcomes:
A US Super Community Bank in the Southeast
The lack of a clear direction, business strategy and priorities, low levels of employee engagement and declining customer service and satisfaction
Develop an action plan to re-focus direction and strategy, balancing material short-term benefits with building the foundation for a recovery
Clarify staff perceptions/concerns and begin building engagement, through refining and articulating strategic direction
Design and implement a cascade process to involve line managers, business units and local cross-functional teams in developing action plans to implement the strategic objectives and develop tactical plans.
Ongoing progress includes improving core financial performance, and a clear understanding of and focus on achieving the bank's strategic objectives, as evidenced by data derived from Focus Groups and surveys at various stages of the engagement.
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Redefining Relationship Management
Our Client:
The Need:
Objectives:
SPP's Role:
The Corporate Banking division of a multi-national, universal bank
SPP's client was seeking to reposition the Corporate Banking relationship management role from primarily a 'lender' to that of a broad-based originator of lending, treasury management, capital markets and investment banking opportunites.
The determination of appropriate performance metrics;
Establishment of sales management practices;
Design of business practices and processes;
Prioritization of training and development needs; and
Infrastructure (management information systems) requirements.
SPP conducted an initial diagnostic assessment to identify the nature and magnitude of challenges and inconsistencies.
Following the diagnostic, SPP recommended establishing two task forces (comprised of relationship managers, team leaders and specialists).
One task force focused on refining the defined role of Relationship Managers and Team Leaders, including performance metrics, business practices and processes.
The second task force focused on support required to fulfill the new mandate, including training & development, management information and other infrastructure.
SPP developed a work plan and facilitated the task force process. This process included building support from the forthcoming changes across the bank.
Redefine the role of Corporate Banking Relationship Managers and Team Leaders including:
Sample Client Engagements:
