| | |
| Summary |
| Please note: The McKinsey Quarterly has agreed to a special arrangement for CEOExpress members that allows member access to their articles. Articles must be clicked on directly through the links below to gain access to this group of articles.
|
Leading change: An interview with the CEO of Barclays Bank
From 2000 to 2003, strong financial results at Barclays Bank masked an underlying malaise, according to CEO John Varley.In some areas of the business, employee engagement and customer satisfaction—proxies for future growth—were weak.Barclays has shifted its attention beyond immediate shareholder concerns, focusing instead on long-term performance and the development of measures to track the bank's health.Vital steps in the transformation included embedding this new approach into reward systems, behaviors, and communication across groups as well as adapting it to the company's culture.
Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc
|
|
|
