Insights from The Lab

Lean Banking

Category: Lean Banking


Making the Transformation to a Relationship Banking Strategy
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Making the Transformation to a Relationship Banking Strategy: The Opportunity and Why it is Important

As banking makes the shift toward digital—and as most banks’ digital offerings seem similar, to customers—the pressure mounts to differentiate your offerings and improve the customer experience… all while cutting costs and increasing revenue. It’s a challenge faced by virtually all banks today. And there seems to be a magic bullet for accomplishing it. It’s …

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Lean principles in insurance and banking

Lean Principles in Banking – Commercial Lending Operations Transformation in Without New Technology

This case study of a recent lean initiative implemented by The Lab Consulting concerns the commercial and small-business lending businesses of a Top 5 Canadian bank. The newest 2020 retail bank cost cutting post, methodology, and case study can be found here: Cut Banking Costs Now: Achieve “The New Normal” for Productivity “Big Rock” 1 …

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Lean for financial services

Lean for Financial Services: An Enterprise-Wide Consumer Lending Transformation

This financial services case study tells the story of a leading loan originator and servicer of student loans in the U.S. In this instance, their mandate to transform the entire enterprise to lean operations did not come from the board room. It came from Congress.

It needed to make major lean transformation commitments. And it needed to accomplish them in just 12 months. Cue The Lab Consulting

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Making the Transformation to a Relationship Banking Strategy

Retail Branch Transformation: a Lean Banking Implementation Case Study

This case study is all about making a lean transformation in operations across the banking enterprise.

The bank in this story is the American division of a Top 3  bank in Canada. The operations that needed help spanned eight states across the northeastern U.S.—a network of 700 branches. The bank was under pressure to transform. Competition was encroaching, in the form of larger money-center banks, electronic banking alternatives, and aggressive new upstarts: non-bank lenders.

This is precisely why a management committee, helmed by the bank’s chairman, got in touch with The Lab. They needed to achieve a lean transformation in short order so they could stay competitive.

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Improvements from Start-to-Finish

Since opening its doors in 1993, The Lab has helped some of the best companies in the world become even better.