CASE STUDY Situation – Control Retail Banking Costs and Improve Efficiency The bank suffered from its own success. Years of improving marketing and product development swelled volumes in the branches and contact centers. But operations execs had failed to improve productivity faster than revenue growth. Now, the board demanded cost cutting measures to increase profitability. Customer service lagged. Sales execs had also failed to improve operational efficiency. But for now, the fact that each producer sold less was forgiven by overall revenue gains. Competitors noticed. They launched copycat products. And these competitors’ lean process improvement capabilities gave them an operational efficiency advantage. The bank’s hard-won competitive advantage was at risk from its mediocre o

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