Previous Page  17 / 24 Next Page
Information
Show Menu
Previous Page 17 / 24 Next Page
Page Background

17

S P R I N G

|

2014

Correspondence Banks

Community Bankers Bank

21

Design Consultants | Furnishings

BD & E

2

Financial Services

Synergy Bank Consulting Inc.

4

Terrapin Financial Services LLC

24

Risk Management

Credit Risk Management

23

ADVERTISER’S INDEX

Accountants | CPA Firms

Cherry Bekaert & Holland

3

Elliott Davis

19

Smith Elliott Kearns & Company

17

Attorney Firms

LeClairRyan

7

IT

CoNetrix

22

Secure Banking Solutions

10

Although somewhat understandable, by not confront-

ing the issues directly, operations are hindered and poten-

tial growth is diminished. This “Elephant in the Room”

issue is one that executives and high-level management

must overcome in order to be able to meet or exceed goals

and promote growth.

The Silver Bullet

You’ve often then heard there’s no such thing as the pro-

verbial silver bullet. However, when it comes to strategic

planning, it is called project management. Project man-

agement should’t just a be a skill that you expect all your

management to possess. Project Management (PM) should

be a cornerstone of your bank’s culture. PM often starts

with a well thought out business case justification that usu-

ally includes some type of cost calculation associated with

Return On Investment (ROI). Once these measures are

established, it is up to the project manager to ensure that

on-time, on-budget performance is maintained. A strong

PM process is key to the success of your strategic plan

Take a Look Back

In reviewing your bank’s 2013 strategic plan, did you

achieve the majority of your objectives? By paying closer

attention to the effectiveness of your process, increasing

employee involvement, and improving internal commu-

nication between different levels of management, you will

be better equipped to set and meet your strategic plan for

growth.

For more info contact Ancin Cooley 224-475-7551 or

www.synbc.com