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Case Study 2.1: Second National Bank

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Case Study 2.1: Second National Bank
1. What do you think of the idea of having an annual off-site retreat for top management to develop the strategic plan for the organization? The management’s idea to hold the strategic meeting off-site excludes some of the members who are part of the bank’s management and other operational sectors. Strategic plans for the future of an organization depend on information and feedback from every section or department of the company, and clearly Second National Bank had only its top management at the meeting. This left a gap for misinformation and lack of sufficient information which can often lead to inaccurate and unrealistic plans. Meetings that involve the heads of departments and their subordinates tend to promote collaborative and team work. Having most of the staffs involved could have been beneficial to provide better insight and optimize the group’s planning potential and capability to build a successful plan.

2. Critique the planning process for the Second National Bank. During their planning process, the management did not appear to have used or tracked any of the tools that were available to them. In the Quality Assurance world, it is very important to leverage the voice of the customer and understand that their opinion is very important when implementing any type of process improvement in the current system. It is very interesting how the management decided to change their slogan, but did not seem to follow a plan to check and monitor the improvement in the quality of their customer service. This is an indication of a loose piece that perhaps wasn't stressed enough during in the development and implementation of their strategic plan. Excluding the rest of the management to participate in the retreat can potentially have an impact on some thoughts and plans that may exclude some areas well known by their

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