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Tables of Contents for Driving Strategic Change in Financial Services
Chapter/Section Title
Page #
Page Count
Foreword
vi
Series preface
viii
Dedication
xix
Contributors
xx
Introduction
1
12
PART I: THE DRIVING FORCES FOR CHANGE
The Darwinian shake-out in financial services
13
21
Bernard Taylor
The driving forces for change
13
9
Supercompetition
22
2
The struggle for survival
24
1
The shakeout
25
1
Winners and losers
26
2
Organising for growth and innovation
28
4
References
32
2
Deregulation and re-regulation
34
15
Ian Morison
The reasons for regulation
34
3
The reasons for deregulation
37
2
The nature of deregulation
39
5
The reasons for re-regulation
44
1
The nature of re-regulation
45
4
Changing needs and expectations
49
15
Ian Morison
The traditional role of financial institutions
49
3
The assets of financial institutions
52
5
Changing patterns of demand
57
4
Changing societal expectations
61
3
The impact of technology and globalization
64
11
Ian Morison
The underlying technologies
64
1
Information technology in the financial sector
65
3
The impact of IT on financial services
68
5
Globalization: causes and consequences
73
2
Competition and performance
75
11
Ian Morison
Structural and behavioural features
75
2
The current state of competition
77
2
The interaction of demand and supply
79
2
Competition and performance
81
5
Strategy and structure
86
17
Ian Morison
Evolution of strategic awareness
86
2
The sources of sustainable competitive advantage
88
3
The challenge of organizational design
91
2
Four key issues of organizational policy
93
10
PART II: STRATEGIC LEADERSHIP
Reorganizing and re-engineering a building society
103
20
Peter White
Building societies
103
2
The Alliance & Leicester
105
2
Strategic Review
107
7
Project Proteus
114
5
The results
119
1
Group Chief Executive's role
120
1
The future
121
1
From Proteus to Enterprise
121
1
References
122
1
Managing the portfolio of a global financial services organization
123
17
Derek Wanless
Introduction
123
1
The new executive team
124
1
The group vision
125
4
Measuring stakeholder perceptions -- the Balanced Business Scorecard
129
4
Managing the challenges and tensions of a diverse portfolio
133
2
The role of the corporate centre
135
1
Managing group risk under different scenarios
136
1
The future for NatWest -- new ventures and new challenges
137
2
Reference
139
1
Implementing new distribution strategies
140
15
David J. Cavell
Introduction
140
1
Breaking the mould in banking
141
1
The future network: `fighting fit and fit to fight'
142
5
The development of self-service banking
147
1
Multimedia: `To boldly sell where no banker has sold before'
148
2
The portable bank: a bank wherever and whenever you want it
150
2
Customer and staff satisfaction
152
2
The future
154
1
References
154
1
Corporate development for an international bank
155
26
Markus Sulzberger
Patrick Volkart
Introduction
155
1
A new structure
156
6
Banking in the 1990s: the environment
162
4
Corporate development
166
3
Managerial processes and tools
169
10
Conclusions
179
1
References
179
1
Bibliography
180
1
Managing public affairs in the life insurance industry
181
17
Tony Baker
Introduction
181
1
Financial services -- the products
182
1
Market drivers
182
8
Impact on the life insurance industry
190
2
The industry's response
192
3
Criteria for future success
195
3
Index
198