What’s the future for retail banking? Hint: it’s digital and brick and mortar

Today’s customers are more informed, more selective, and more time-poor. They need conversations that help them prioritize, decide, and move forward.

And yet, 58% of sales meetings fail to create real value.

Not because sellers lack capability, but because conversations are not designed to move decisions forward.

“Customers don’t act on every need they recognize.
They act when something becomes a priority.”

 In this short executive brief, you’ll discover

• Why most conversations inform… but don’t drive action
• What actually makes customers prioritize and move
• How to create urgency without damaging trust
• The shift from presenting solutions to enabling decisions
• What separates conversations that stall from those that accelerate momentum

If your teams are experiencing stalled deals, delayed decisions, or slow pipeline movement, this brief will help you understand why, and what to do differently.

In today's fast-changing business environment, excelling in Revenue Growth Management (RGM) is essential for Commercial Leaders aiming to boost revenue and profit, both now and in the future.

Unlike traditional methods that confine RGM to pricing actions, forward-looking Commercial Leaders recognize that activating a holistic, end-to-end RGM strategy that is consumer/shopper focused and customer-back, leads to more significant growth and allows leaders and teams to not only anticipate, but actively influence consumer demand and customer needs.

Historically, Revenue Growth Management (RGM) has been approached as a temporary and reactionary project, which was typically led by external experts in response to inflationary markets. This limited approach confined the benefits to a small part of the business and focused on short-term results, rather than embedding RGM as an ongoing, fundamental aspect of business strategy that could deliver sustained, long-term growth.

Today, mature RGM organizations treat RGM strategy and execution much differently, positioning the actions at the center of their strategic operations, embedding capabilities deeply within their organizational processes and ways of working. This transformation is not just procedural but is a shift that forces RGM strategy, tactics, and mindset into every action and function of the business.‍

Strategic integration of RGM at scale: A roadmap for success

1. Build strong in-house expertise: To see the scaled benefits of RGM, develop strong capabilities within your commercial teams and intermediate understanding of your cross-functional teams. When your leaders and teams fully grasp RGM tactics and mindsets, it creates scaled-impact that can be sustained without external reliance.
2. Encourage cross-functional collaboration: The effectiveness of RGM strategy and execution is only fully realized when it involves a fully cross-functional team. Promoting collaboration between sales, marketing, finance, R&D, and the supply chain enriches insights, strategy and execution feasibility, and organizational success.
3. Integrate RGM strategy into key business processes: By connecting RGM directly to critical operations such as budgeting and strategic planning, you ensure that RGM principles are woven into the fabric of annual planning instead of being treated as a one-time project. This integration influences everyday decisions and guides long-term business strategies.
4. Overcome implementation challenges with effective change management: Embracing a robust RGM approach involves substantial change and a shift in traditional revenue growth mindsets. Address these challenges through strong change management practices, aligning team incentives with new strategies and providing clear, successful examples of RGM in action to inspire and motivate your teams.

The competitive edge of building RGM capability across the organization:

1. Encouraging innovation from Consumer-Back: It’s no surprise that RGM should be activated starting with consumer and shopper insights. When truly building a strategy from the consumer-back, you build a mindset and process that is ripe for innovation. This helps your company stay competitive and lead industry trends and demands, instead of reacting.
2. Aligned decision-making for the short and long-term: A thorough RGM strategy speeds up and improves the day-to-day decision-making process of consumer and customer facing commercial teams. It helps ensure that decisions—like setting pricing strategies, choosing promotional activities, or allocating resources—are aligned with the market’s immediate needs and long-term goals for the category.
3. Boosting market responsiveness: In today’s volatile business climate, the ability to swiftly adapt to market changes is invaluable. Decentralizing RGM capabilities enables cross-functional local teams to be agile to market shifts in strategic ways, turning potential challenges into opportunities, while still staying aligned to the longer-term market objectives.
4. Cultivate a results-driven culture: Building RGM roles across the organization allows for greater ownership and accountability to improve revenue and ultimately grow market share. This means a greater population has a direct role to play in driving business performance and are responsible for keeping an external pulse on consumers, shoppers, and customers.

Implementing a cohesive RGM strategy, instilling the right mindsets, and providing the leaders and teams with the tools and processes needed to be successful, is no small feat. However, the revenue, profit, and market share impact can be substantial when an aligned RGM strategy is deployed at scale. This strategic commitment positions your company for enduring success and a powerful competitive advantage in today’s dynamic consumer, shopper, and customer landscape.

While small and medium-sized enterprises (SMEs) play a vital role in driving economic growth and innovation, they often face unique challenges when dealing with banks. This makes relationship banking crucial to their success. By strengthening their relationship banking models, banks can differentiate themselves from competitors by improving the support they provide to SMEs, helping these businesses overcome challenges and thrive in the marketplace. In discussions with owners of SMEs about their experiences with banks, four common concerns emerge:

1. Access to credit. Obtaining financing for purposes such as working capital, expansion, or equipment purchase is a significant challenge for SMEs. Banks often perceive them as riskier borrowers due to their limited credit history, lack of collateral, or volatile revenue streams, which can make it difficult to secure loans.
2. High interest rates and fees. SMEs may face higher interest rates and fees compared to larger, more established businesses due to banks' perception of greater default risk, as well as limited financial transaction volumes.
3. Complex application processes. SMEs often face time-consuming and complex loan application processes, requiring extensive documentation such as financial statements, tax returns, and business plans.
4. Inflexible lending terms. SMEs may struggle with inflexible lending terms, including strict collateral requirements, short repayment periods, or covenants that restrict operational flexibility. These terms can make it difficult for SMEs to manage cash flow and invest in growth.

By adopting the following approach, relationship managers can help businesses overcome these challenges:

• Advocate for clients within the bank, helping them secure financing for business expansion, capital investments, working capital growth, and asset accumulation.
• Offer guidance on optimizing cash resources within the constraint of limited capital resources.
• Provide advice on managing personal wealth accumulated through business ownership.

This approach requires a set of knowledge and capabilities:

• Business acumen—an understanding of SMEs’ unique needs and business challenges.
• Recognition of the essential role cash flow plays in small business success and an understanding of how to optimize it.
• Familiarity with the financial impact of bank products on SMEs' finances.
• Understanding of small business funding models, including the roles of owners, banks, and investors.
• Insight into the migration of SMEs to medium-sized enterprises.

Equipped with these capabilities and this knowledge, bankers can employ critical relationship management skills at four key stages:

• Planning. Gain local market knowledge and industry/sector expertise before engaging with clients.
• Discovery. Approach SMEs with a focus on their unique needs, recognizing the distinct characteristics of owner-managed and owner-financed businesses.
• Engagement. Position offerings from a client-impact perspective, rather than a bank- product perspective, addressing the specific needs and challenges of SMEs.
• Closing. Adopt a partnering approach and act as an advocate for SME clients within the bank, particularly when dealing with credit functions and decision-makers.

By focusing on these areas, banks can enhance their relationship banking model for SME customers, providing personalized support and tailored financial solutions to help small businesses succeed in a competitive landscape.

É possível mudar a cultura de uma organização?

Hoje em dia, poucas organizações não estão envolvidas em um (ou vários) processos de transformação cultural. Novas formas de trabalhar em organizações mais horizontais e adaptativas, melhorias na cultura de segurança, orientação ao cliente, transformações nas áreas comerciais e excelência operacional, entre outros.

E é aqui que surge uma das grandes perguntas:

É possível mudar a cultura de uma organização? E, se sim, como fazer isso?

Para ajudar a responder a essas perguntas—frequentes entre nossos clientes e amplamente discutidas—gostaria de compartilhar o que aprendemos na BTS ao longo dos últimos 38 anos sobre o que funciona e o que não funciona (até agora, pois em transformação cultural estamos sempre aprendendo).

A boa notícia é que a resposta é sim.

A dificuldade está na segunda pergunta: como fazer isso?

Um projeto? Uma iniciativa?

Um ponto importante é que a transformação cultural não é um projeto com início e fim, mas sim um processo contínuo e em evolução. Isso muitas vezes gera tensão em organizações acostumadas a uma lógica de projetos.

O que é crítico e frequentemente ignorado?

Existem elementos que, quando considerados e aplicados corretamente, tornam a transformação muito mais eficaz. No entanto, muitas vezes são ignorados.

Esses elementos são:

• Envolver as pessoas. Quanto maior o envolvimento em todos os níveis, maior a probabilidade de implementação das mudanças.
• Tornar a mudança tangível e vivida no dia a dia, conectando teoria e prática. Transparência é fundamental.
• Toda mudança tem impactos positivos e negativos — ambos devem ser comunicados com clareza.
• Mudança cultural exige tempo e transformação de mindsets e estruturas organizacionais.
• A cultura deve estar conectada à estratégia.

Como estruturamos a transformação cultural?

Nosso modelo se baseia em quatro etapas: definir resultados, criar líderes de mudança, incorporar mudanças e sustentar novas formas de trabalho.

1. Definir resultados

O primeiro passo é estabelecer resultados claros e alinhamento executivo. É necessário conectar propósito, visão e objetivos organizacionais.

Ações:

• Coleta de dados (entrevistas, focus groups, visitas)
• Diagnósticos culturais
• Definição de expectativas (Leadership Profiles

2. Criar líderes de mudança

Todos os líderes devem atuar como agentes de mudança. É fundamental engajá-los emocional e racionalmente.

Ações:

• Programas de liderança
• Playbooks
• Feedback contínuo

3. Incorporar mudanças

É essencial transformar mentalidades e sistemas organizacionais.

Ações:

• Coaching
• Sprints culturais
• Cascata organizacional
• Avaliações comportamentais

4. Sustentar o novo modelo

Garantir continuidade através de redes, dados e suporte contínuo.

Ações:

• Integração com processos de talento
• Uso de IA no dia a dia
• Monitoramento da transformação
• Comunidades de prática

A importância de ser paciente e impaciente ao mesmo tempo

Transformações culturais são complexas e não têm fórmula única.

Ser estrategicamente paciente e taticamente ágil é essencial para ajustar e evoluir continuamente.

Esse equilíbrio permite transformar a jornada em algo positivo e sustentável.

Este é apenas um resumo.

Se quiser aprofundar com exemplos e práticas:

Baixe o PDF completo e acesse todo o conteúdo.

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Si può cambiare la cultura di un’organizzazione?

Oggi, poche organizzazioni non sono immerse in uno (o più) processi di trasformazione culturale. Nuovi modi di lavorare in organizzazioni più piatte e adattive, miglioramenti nella cultura della sicurezza, orientamento al cliente, trasformazioni delle aree commerciali e miglioramento dell’eccellenza operativa, per citarne alcuni.

Ed è qui che nasce una delle grandi domande:

Si può cambiare la cultura di un’organizzazione? E, se sì, come si fa?

Per aiutare a rispondere a queste domande—che i nostri clienti ci pongono spesso e su cui esiste molta letteratura—vorrei condividere ciò che in BTS abbiamo imparato negli ultimi 38 anni su ciò che funziona e ciò che non funziona (finora, perché nel cambiamento culturale non si smette mai di imparare).

La buona notizia è che la risposta alla domanda se si possa cambiare la cultura di un’organizzazione è sì.

La difficoltà sta nel rispondere alla seconda: come si fa?

Un progetto? Un’iniziativa?

Un aspetto importante da considerare è che i processi di cambiamento o trasformazione culturale non sono progetti con un inizio e una fine; sono processi in continua evoluzione. Questo spesso genera tensione nelle organizzazioni abituate a un approccio basato sui progetti.

Cosa è critico e spesso viene ignorato?

Esistono diversi elementi che, se considerati e utilizzati correttamente, rendono gli sforzi di trasformazione molto più efficaci. Purtroppo, spesso vengono ignorati.

Questi elementi critici sono:

• Coinvolgere le persone. Più le persone (a tutti i livelli) sono coinvolte nella trasformazione, maggiori sono le probabilità che implementino i cambiamenti richiesti.
• Per comprendere il cambiamento, bisogna renderlo tangibile e sperimentarlo. Ciò significa collegare il quadro teorico alle azioni quotidiane. Spiegare il quadro completo con trasparenza è fondamentale.
• Tutti i cambiamenti portano aspetti positivi, ma anche impatti negativi. Spiegare il quadro completo con trasparenza è fondamentale.
• Cambiare la cultura richiede tempo e implica identificare e modificare i “mindset” e le strutture quotidiane (simboli) che definiscono come si fanno le cose nell’organizzazione.
• La cultura deve essere fortemente connessa alla strategia.

Come consigliamo di strutturare i processi di cambiamento culturale?

Il nostro approccio si compone di quattro fasi: definire i risultati, creare leader del cambiamento, incorporare i cambiamenti chiave e sostenere i nuovi modi di lavorare.

1. Definire i risultati

Il primo passo in qualsiasi processo di trasformazione è stabilire risultati chiari. È fondamentale identificare i driver della trasformazione e definire i risultati desiderati in modo da ottenere un vero allineamento a livello esecutivo. Man mano che si procede, è necessario collegare lo scopo e la visione, comprendendo da dove si viene, dove si è e dove si vuole andare. Inoltre, è essenziale collegare la trasformazione agli obiettivi organizzativi.

Alcune azioni rilevanti in questa fase sono:

• Raccolta di informazioni (interviste, focus group, visite operative, …)
• Diagnosi culturali
• Definizione delle aspettative (Leadership Profiles

2. Creare leader del cambiamento

In BTS crediamo che tutti i leader siano anche leader del cambiamento. Adottare una mentalità da “leader del cambiamento” richiede che i leader sperimentino e vedano ciò che ci si aspetta da loro. Fin dall’inizio è fondamentale promuovere l’azione attraverso il “lavoro reale”, come stabilire nuove priorità e comunicare in modo trasparente ed efficace.

I leader devono essere coinvolti (emotivamente e razionalmente) nel cambiamento e devono capire come possono influenzare la cultura attraverso azioni concrete quotidiane.

Infine, è necessario fornire supporto continuo per i cambiamenti più difficili di mentalità e comportamento e raccogliere feedback su ciò che funziona e ciò che non funziona in questa fase.

Alcune azioni rilevanti in questa fase sono:

• Sviluppo di playbook per ruoli critici
• Implementazione di programmi di leadership e cambiamento
• Feedback loops con i livelli esecutivi

3. Incorporare i cambiamenti chiave

Per ottenere un cambiamento significativo, è essenziale identificare i modelli mentali attuali e introdurne di nuovi che supportino lo stato desiderato. Creare routine e simboli che rafforzino il cambiamento, così come identificare processi, pratiche, eventi o norme ancorate ai vecchi modi di lavorare, è fondamentale.

Co-creare nuovi modi di lavorare per un’attivazione immediata aiuta a consolidare questi cambiamenti. Con il progresso, modificare sistemi e processi che supportano e rafforzano i cambiamenti è essenziale per il successo a lungo termine.

Alcune azioni rilevanti in questa fase sono:

• Coaching per leader
• Cultural sprints
• Cascading del cambiamento nell’organizzazione
• Assessment per misurare i cambiamenti comportamentali

4. Sostenere i nuovi modi di lavorare

Il cambiamento non è solo uno sforzo individuale, ma anche un fenomeno sociale. Per questo è necessario creare reti sociali che supportino i cambiamenti di mentalità e comportamento. Interventi con supporto individuale per ruoli critici e momenti specifici, così come l’integrazione dei nuovi modi di lavorare, garantiscono la continuità del cambiamento.

Infine, è necessario utilizzare i dati per analizzare ciò che funziona e ciò che non funziona, permettendo di definire nuove azioni e interventi.

Alcune azioni rilevanti in questa fase sono:

• Integrazione dei playbook nel ciclo di talent management
• Pratica dei nuovi comportamenti con bot basati su IA
• Creazione di un ufficio per monitorare il cambiamento e definire nuove azioni
• Creazione e lancio di Comunità di Pratica (CoP)

L’importanza di essere pazienti e impazienti allo stesso tempo

I processi di trasformazione culturale sono tra i più complessi, poiché non esiste una ricetta unica.

Essere strategicamente pazienti (con risultati chiari ed evitando cambiamenti erratici), ma tatticamente impazienti (agendo nelle fasi descritte e adattando in base a ciò che funziona e ciò che non funziona) è fondamentale.

Questo approccio permette di trasformare questi percorsi in esperienze arricchenti per l’organizzazione, e non in processi dolorosi che lasciano cicatrici nella memoria collettiva.

Questo è solo un riassunto.

Se vuoi approfondire l’approccio completo, esempi e chiavi pratiche:

Scarica il PDF completo e accedi a tutti i contenuti.

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Can an organization’s culture be changed?

Nowadays, there are few organizations that are not immersed in one (or several) cultural transformation processes. New ways of working in flatter and more adaptive organizations, improvements in safety culture, customer-centric transformations, changes in commercial areas, and improvements in operational excellence, to name a few.

And this is where one of the big questions arises:

Can an organization’s culture be changed? And if so, how is it done?

To help answer these questions—often asked by our clients and widely discussed—I would like to share what we at BTS have learned over the past 38 years about what works and what doesn’t (so far, since in cultural transformation one never stops learning).

The good news is that the answer to whether an organization’s culture can be changed is yes.

The difficulty comes in answering the second: how is it done?

A project? An initiative?

An important point to consider is that cultural change or transformation processes are not projects with a beginning and an end; they are ongoing, evolving processes. This often creates tension in organizations that are used to a project-based approach.

What is critical and often overlooked?

There are several elements that, if considered and properly used, will make transformation efforts much more effective. Unfortunately, they are often overlooked.

These critical elements are:

• Involve people. The more individuals (at all levels) are engaged in the transformation, the higher the likelihood that they will implement the required changes.
• To understand change, it must be made tangible and experienced. This means connecting the theoretical framework with day-to-day actions. Explaining the full picture with transparency is key.
• All changes bring positive aspects, but also negative impacts. Explaining the full picture with transparency is key.
• Changing culture takes time and requires identifying and shifting mindsets and daily structures (symbols) that define how things are done in the organization.
• Culture must be strongly connected to strategy.

How do we recommend structuring cultural change processes?

Our approach consists of four stages: setting outcomes, creating change leaders, embedding key changes, and sustaining new ways of working.

1. Set outcomes

The first step in any transformation process is to establish clear outcomes. It is crucial to identify the drivers of the transformation and define the desired results in a way that achieves true executive alignment. As you move forward, you must connect the dots between purpose and vision, understanding where you come from, where you are, and where you want to go. Additionally, it is essential to link the transformation to organizational goals.

Some relevant actions in this phase are:

• Information gathering (interviews, focus groups, operational visits, …)
• Cultural diagnostics
• Definition of expectations (Leadership Profiles

2. Create change leaders

At BTS, we believe that all leaders are also change leaders. Adopting a “change leader” mindset requires leaders to experience and see what is expected of them. From the outset, it is vital to drive action through ‘real work’, such as setting new priorities and communicating transparently and effectively.

Leaders must be engaged (emotionally and rationally) in the change and shown how they can impact culture through concrete day-to-day actions.

Finally, it is necessary to provide ongoing support for the most challenging mindset and behavior changes and gather feedback on what works and what doesn’t at this stage.

Some relevant actions in this phase are:

• Development of playbooks for critical roles
• Deployment of leadership and change programs
• Feedback loops with executive levels

3. Embed key changes

To achieve meaningful change, it is essential to identify current mindsets and introduce new ones that support the desired state. Creating routines and symbols that reinforce change, as well as identifying processes, practices, events, or norms anchored in old ways of working, is crucial.

Co-creating new ways of working for immediate activation helps cement these changes. As progress is made, changing the systems and processes that support and reinforce key changes is essential for long-term success.

Some relevant actions in this phase are:

• Coaching for leaders
• Running cultural sprints
• Cascading the change across the organization
• Assessments to measure behavior changes

4. Sustain new ways of working

Change is not only an individual effort but also a social phenomenon. Therefore, it is necessary to provide the social networks needed to support mindset and behavior changes. Intervening with individual support for critical roles and specific periods, as well as embedding new ways of working, ensures the continuity of change.

Finally, data must be used to analyze what works and what doesn’t, enabling the creation of the next set of interventions and necessary support.

Some relevant actions in this phase are:

• Integration of playbooks into the organization’s talent cycle
• Practice of new behaviors in daily work with AI-powered bots
• Design of an office to monitor change and define new actions
• Design and launch of Communities of Practice (CoP)

The importance of being patient and impatient at the same time

Cultural transformation processes are among the most challenging elements, as there is never a single recipe.

Being strategically patient (with clear desired outcomes and avoiding erratic changes), but tactically impatient (taking action in the phases outlined above and observing what works and what doesn’t, in order to pivot and adjust) is key in transformation processes.

The 4-phase approach helps achieve this, enabling these journeys to become an enriching experience for the organization, rather than a painful one that leaves scars in the collective memory.

This is just a summary.

If you want to dive deeper into the full approach, examples, and practical insights:

Download the full PDF and access all the content.

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