Transformation of an analogue private bank into an innovation driver
Co-Author: Jochen Werne
Chapter: Transformation of an analogue private bank into an innovation driver
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Chapter 5: Transformation of an analogue private bank into an innovation driver
Reflection on change, technological progress and human behaviour in disruptive times
The article analyses and discusses the changes, challenges, decision paths and implementation practices of Bankhaus August Lenz in the years 2014 to 2016. In addition, the author would like to provide executives and managers entrusted with the transformation of their institution with practical arguments that may help them to cope better with daily challenges in change management practice. As a traditional private bank with a European parent, the task was not only to complete the transition away from a fully analog bank, but also to adapt the Group’s strategy for the German market with the budget adapted to the size of the institution. The most important internal customer was also integrated into the change: the Family Banker®, which is at the heart of the philosophy and is responsible for customer contact. This human contact and personal contact is the guarantee for the indispensable relationship of trust between customer and bank. The author examines issues such as coopetition, agile project management approaches and cooperation with FinTechs. In addition, topics such as value proposition, behavioral finance, the need to concentrate on core issues, the importance of personal consulting in the digital age and exchange in an international working environment as well as communication are treated as essential success factors. The paper does not claim to be perceived as a scientific work, but focuses on the practical implementation of the core problem of a market participant in a disruptive market – the question of how to restructure and realign companies in order to continue to play a role as a market player in the future.