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The Organizational Dynamics of Implementing
Consultation and Project Management
Learning from the Past
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achieve addition aggressive ambidextrous approach automatic transfer average balance bank presidents branch president Burns and Stalker centralized chairman checking accounts commented communication complex consultants cost cross-selling customers data processing decision process defensive strategy demand deposit demand deposit accounts developed employees environment equifinal example firms flexibility formal function holding company implementing NOW accounts important indicated individual banks influence input interviewed introduced involved large banks loan associations lower levels major meetings memo minimum balance needed number of accounts observed offer operations organization's organizational learning Overall participants particular perceived personal bankers personnel planning positions problems procedures profitable promotion radical innovation ready regional relationships reported responsible result retail role routine innovation savings and loan Second Capitol Second City Second Commercial Bank Second National staff stress successful implementation technical tellers things Third Commercial Bank transaction accounts vendor vice president wanted