Successful Strategic Planning

A basic business formula says that “Fail to Plan = Plan to Fail”.  In today’s competitive business environment, banking organizations that fail to carefully and strategically plan for the future may not have much of one.  The same holds true for acquiring top leadership talent and effectively onboarding them into the organization.  Discussions about Strategic Planning and Leadership Onboarding are finding their way onto more Board agendas as Directors seek to better position their organization for the future and work to reduce costs associated with poor retention of leadership talent.  Unfortunately, many find themselves unprepared for such discussions.  Banking organizations without disciplined approaches to Strategic Planning and Leadership Onboarding are taking unnecessary and easily preventable risks.  Ultimately it will cost more, in terms of money and reputation, not to take a proactive approach.  Both areas should be Board priorities in an ever-changing and competitive business environment.

Covered Topics

This session provides a more detailed look into Strategic Planning and includes:

  • What is Strategic Planning and a Strategic Plan – a reminder
  • A detailed look at the Plan
  • Difficulties and pitfalls associated with the Strategic Planning process
  • Tips for success
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The cost of subscription is determined by the asset size of your institution. In the case of holding companies or banks under common ownership, the aggregate asset size of participating banks determine the subscription tier.
   Non-bank or < 499M - $125 per month   
   $500M - 999M - $250 per month   
   $1 - 5B - $425 per month   
   $5 - 10B - $600 per month   
   > 10B - $850 per month