Strategic Management in Banking Training Course

Participants can assess external forces and identify implications for a bank's competitive position.

• PESTLE analysis focused on macroeconomic, regulatory, technological and demographic drivers
• Porter's Five Forces applied to retail, corporate and payments markets
• Competitor benchmarking using market share, margin, cost and digital indicators
• Scenario assumptions derived from interest rates, inflation and credit cycles
• Fintech, big-tech and non-bank threats assessed by customer proposition
• Strategic implications prioritised by likelihood, materiality and management controllability

Participants can diagnose how a bank creates value and where its business model is vulnerable.

• Business model canvas adapted for banking products, channels and balance sheets
• Revenue pools separated into interest income, fees, trading and insurance income
• Cost-to-income drivers traced through operations, technology and distribution
• Funding mix analysed by stability, price, concentration and behavioural characteristics
• Earnings sensitivity mapped to rates, credit losses and customer activity
• Strategic vulnerabilities identified through concentration, dependency and substitution analysis

Participants can define customer segments and build propositions supported by economic evidence.

• Segment attractiveness scored using growth, profitability, risk and competitive intensity
• Customer lifetime value calculated from revenues, costs, losses and retention
• Needs-based segmentation compared with demographic, behavioural and value-based approaches
• Value propositions specified through jobs, pains, gains and service moments
• Relationship deepening measured through product holding, activity and retention metrics
• Vulnerable customer considerations incorporated into product and channel design

Participants can assess product portfolios and make pricing decisions consistent with strategic objectives.

• BCG portfolio analysis adapted for banking product maturity and economics
• Product profitability decomposed into margin, fees, servicing costs and losses
• Risk-based pricing incorporates expected loss, capital charges and funding costs
• Cross-sell economics tested against conduct risk and customer suitability
• Product rationalisation criteria cover scale, complexity, profitability and strategic fit
• Pricing governance defines approval authorities, exceptions and customer outcome controls

Participants can interpret strategic performance through bank-specific financial ratios and value drivers.

• Net interest margin analysed through asset yields, funding costs and mix
• Return on equity decomposed using profitability, efficiency, risk and capital
• Cost-to-income ratio linked to volumes, automation and operating-model choices
• Credit cost trends examined through portfolio quality, provisioning and cycle effects
• Economic profit calculated after capital charges and risk-adjusted funding costs
• Peer comparisons normalised for business mix, accounting policy and geography

Participants can allocate scarce capital using risk-adjusted return methods and strategic criteria.

• RAROC calculated using expected loss, economic capital and net income
• Economic capital allocated across credit, market, operational and concentration risks
• Capital consumption compared across lending, trading, payments and fee businesses
• Hurdle rates calibrated for risk, strategic importance and shareholder expectations
• Portfolio rebalancing decisions tested against concentration limits and diversification benefits
• Capital allocation governance assigns challenge, approval and post-investment review

Participants can connect strategic plans to risk appetite, capital adequacy and liquidity adequacy processes.

• Risk appetite statements translated into measurable strategic planning constraints
• ICAAP assumptions aligned with growth plans, losses and capital actions
• ILAAP considerations linked to funding strategy, liquidity buffers and contingencies
• Early-warning indicators selected for capital, liquidity, credit and conduct risks
• Stress scenarios challenge strategic targets under severe but plausible conditions
• Management actions documented with triggers, ownership and decision authority

Participants can develop balance-sheet strategies that balance growth, funding resilience and profitability.

• Asset-liability management links pricing, duration, liquidity and interest-rate risk
• Deposit strategy evaluates acquisition cost, stability and behavioural attrition
• Wholesale funding plans assess tenor, market access and refinancing concentration
• Loan growth targets tested against capital, funding and liquidity requirements
• Funds transfer pricing assigns liquidity, interest-rate and funding costs
• Contingency funding plans connect stress triggers with executable funding actions

Participants can assess digital strategic options using customer, economics, technology and control criteria.

• Digital maturity assessment covers channels, data, automation and decisioning
• Journey economics quantify conversion, servicing demand, abandonment and retention
• Open banking strategy assesses APIs, partnerships, consent and revenue models
• Build-buy-partner decisions compare capability, speed, control and total cost
• Platform models evaluated for ecosystem value, data access and dependency
• Cybersecurity and operational resilience requirements built into digital strategic choices

Participants can design an operating model that supports strategic priorities and accountable delivery.

• Target operating model defines processes, people, technology, governance and locations
• Capability maps identify strategic strengths, gaps and investment priorities
• Value-stream analysis exposes handoffs, rework, controls and service delays
• Centralisation and decentralisation choices assessed through scale, proximity and accountability
• Shared-services models evaluated for standardisation, service quality and control
• Three-lines model aligned with decision rights and business ownership

Participants can build investment cases that reflect banking economics, risk and implementation realities.

• Zero-based budgeting challenges cost baselines, activities and service standards
• Activity-based costing assigns operational costs to products, channels and customers
• Business cases quantify benefits, costs, capital impacts and implementation dependencies
• Net present value tested through adoption, delivery and benefit-realisation scenarios
• Benefits-realisation plans assign owners, baselines, milestones and evidence requirements
• Investment governance applies stage gates, tolerances and independent challenge

Participants can set portfolio strategies that pursue growth while controlling concentration and credit-cycle risk.

• Credit portfolio strategy sets target sectors, segments, limits and underwriting appetite
• Sector heatmaps combine outlook, default risk, collateral and concentration data
• Risk-adjusted growth priorities compare return, capital intensity and loss volatility
• Underwriting standards aligned with strategic segments and risk appetite boundaries
• Watchlist indicators identify deterioration before portfolio losses become material
• Portfolio actions include tighten, maintain, grow, exit and transfer

Participants can incorporate climate, sustainability and reputation considerations into banking strategic choices.

• Climate scenario analysis assesses transition and physical risk exposures
• Financed-emissions data informs sector strategy, client engagement and targets
• Sustainable finance propositions evaluated for demand, credibility and risk
• Reputational risk mapped across clients, products, conduct and public commitments
• Greenwashing controls connect product claims, evidence, governance and disclosures
• Stakeholder materiality assessment informs strategic priorities and reporting decisions

Participants can evaluate inorganic growth and partnership options using financial, risk and integration criteria.

• Strategic fit assessment covers customers, capabilities, geography and balance-sheet complementarity
• Acquisition valuation considers earnings quality, capital needs and expected synergies
• Due diligence reviews credit quality, conduct exposure, technology and governance
• Synergy cases distinguish revenue opportunities from credible cost reductions
• Integration plans prioritise customer retention, control continuity and decision rights
• Partnership governance sets economics, data rights, service levels and exit terms

Participants can use scenarios and stress tests to challenge assumptions and improve strategic resilience.

• Scenario planning identifies critical uncertainties, signposts and alternative futures
• Reverse stress testing identifies conditions that threaten business-model viability
• Macroeconomic shocks translated into margin, defaults, funding and capital impacts
• Strategic options assessed for resilience across base, adverse and upside scenarios
• Contingency actions sequenced by trigger, feasibility, cost and stakeholder impact
• Board papers distinguish scenario evidence, management judgement and decision recommendations

Participants can convert strategic priorities into governed programmes with measurable delivery accountability.

• Strategy maps link strategic objectives, initiatives, capabilities and performance outcomes
• Balanced Scorecard measures financial, customer, process and capability performance
• Transformation portfolios prioritise initiatives by value, risk, dependency and capacity
• OKRs translate enterprise strategy into measurable team-level commitments
• Programme governance establishes sponsors, decision forums, escalation and assurance
• Change-impact assessments address roles, behaviours, incentives and stakeholder resistance

Participants can communicate strategic choices clearly to governance bodies, supervisors and external stakeholders.

• Board strategy papers frame choices, trade-offs, risks and required decisions
• Management information packs distinguish leading indicators from outcome metrics
• Regulatory engagement plans align strategic submissions with supervisory priorities
• Investor narratives explain growth, returns, capital discipline and risk management
• Material assumptions disclosed with sources, sensitivities and accountable owners
• Challenge sessions prepare executives for difficult questions and alternative viewpoints

Participants can assemble the core analyses, choices and implementation components of a bank strategic plan.

• Strategic ambition defined through target markets, customer outcomes and financial objectives
• Choice cascade clarifies winning aspiration, where-to-play and how-to-win decisions
• Initiative portfolio connects strategic priorities with investments, owners and dependencies
• Three-year financial plan integrates volumes, margins, costs, losses and capital
• Risk register captures strategic, execution, regulatory and reputational exposures
• Implementation roadmap sequences quick wins, foundational changes and decision gates

Participants can build, review and present a complete bank strategic plan with market, financial, risk and execution evidence.

• Market diagnosis synthesises external forces, competitors, customers and strategic implications
• Strategic choices specify target segments, propositions, portfolio priorities and business model
• Financial case demonstrates earnings, capital, liquidity and investment consequences
• Risk assessment tests appetite alignment, stress resilience and recovery actions
• Execution plan assigns initiatives, governance, milestones, indicators and accountabilities
• Executive presentation defends recommendations against board, regulator and investor challenge