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Transforming TSB Group (D): the second wave (1992-1995): focusing on quality and processes

Author: Dutta, Soumitra ; Manzoni, Jean-François ; Gee, FrancescaINSEAD Area: Technology and Operations ManagementPublisher: Fontainebleau : INSEAD, 1997.Language: EnglishDescription: 24 p.Type of document: INSEAD CaseAbstract: After leading a successful rationalisation effort Peter Ellwood, now Chief Executive of TSB's Retail Banking and Insurance unit, moved to the second phase of the bank's transformation process. Following two years of intense downsizing, this second phase (1992-1995) aimed at generating more sustainable sources of continued profit growth. Ellwood placed less emphasis on developing a "grand vision" than on successfully implementing a few simple principles: excellent customer service grounded in flawless execution, continued cost savings due to improved management of key processes, and revenue generation through cross-selling and successful integration of TSB's banking and insurance operations. The case describes the company's initiatives on these fronts and their impact on customer satisfaction and employee morale.Pedagogical Objectives: This case is the second of a four-part series examining various aspects of TSB Group's restructuring between 1989 and 1995. It can be used at two levels: at a "global level", as an example of an organization trying to move to a "revitalisation" phase after undergoing a successful "restructuring". At a more specific level, the case discusses the bank's experience with the introduction of a quality improvement programme and the continuation of its process management efforts. On this latter subject, it illustrates how managers ended up identifying three levels of processes, and organized these processes into a three-dimensioneal "rubik's cube" that had a profound impact on the way they thought of the bank activity. The case can be used on its own, or in combination with the series (A) case (background on the company and the industry), The (B) case (1989-1991 process-based rationalisation), and/or the (C) case (role and management of dedicated teams of full time change agents).
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This case is the second of a four-part series examining various aspects of TSB Group's restructuring between 1989 and 1995. It can be used at two levels: at a "global level", as an example of an organization trying to move to a "revitalisation" phase after undergoing a successful "restructuring". At a more specific level, the case discusses the bank's experience with the introduction of a quality improvement programme and the continuation of its process management efforts. On this latter subject, it illustrates how managers ended up identifying three levels of processes, and organized these processes into a three-dimensioneal "rubik's cube" that had a profound impact on the way they thought of the bank activity. The case can be used on its own, or in combination with the series (A) case (background on the company and the industry), The (B) case (1989-1991 process-based rationalisation), and/or the (C) case (role and management of dedicated teams of full time change agents).

After leading a successful rationalisation effort Peter Ellwood, now Chief Executive of TSB's Retail Banking and Insurance unit, moved to the second phase of the bank's transformation process. Following two years of intense downsizing, this second phase (1992-1995) aimed at generating more sustainable sources of continued profit growth. Ellwood placed less emphasis on developing a "grand vision" than on successfully implementing a few simple principles: excellent customer service grounded in flawless execution, continued cost savings due to improved management of key processes, and revenue generation through cross-selling and successful integration of TSB's banking and insurance operations. The case describes the company's initiatives on these fronts and their impact on customer satisfaction and employee morale.

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