COS

NEWS

We were working with managers on the need to simplify processes to make advisors’ work more fluid, and to encourage them to take the initiative, as close to the customer as possible.
Management has clearly taken this on board. So we could be on the right track.

But “it’s going to be a long road” added one of them. “Are you kidding? he asks the group.
He then begins to share an e-mail from a Director sent the day before to branch managers…
The e-mail contained an encouraging announcement that the procedure for preparing medium- to long-term loan applications for businesses had been simplified, describing in particular the procedural elements that were previously necessary, but which will no longer be (phew! very likely a relief for readers of this famous e-mail)…..
At the same time, the message goes on to announce that, despite everything, these procedural points will continue to be flagged up at management review points!

In other words: the procedure has been lightened, but you’re still likely to be held to account for your use of it. In short, you have the right, but a word of advice: don’t take it 😊

Indeed, there’s still a long way to go.

We’d be tempted to put the responsibility back on the managers, who are supposed to set strategic decisions to music. The problem with culture is that it is the result of a set of beliefs and values that exist within the company, and which extend beyond 1 individual in space and time.
In the example in question, we can see that the corporate culture is so strong that it’s too complicated to loosen the stranglehold of procedures even when the decision has been made.
Culture be damned!