Growth built on poorly controlled banking customer relationship management reverses faster than it accumulated. The audit trail behind relationship management matters as much as the decision itself. Participants test their assumptions about this part of financial and banking practice against scenarios designed to break weak ones. It is designed for mixed groups, so that banking customer relationship management is examined from more than one functional angle. Content is organised around the decisions practitioners actually face in this area of financial and banking practice, not around theory headings. Participants develop a defensible line of reasoning for the choices they make about relationship management. Progress on banking customer relationship management is usually lost in the gap between approval and execution. Practitioner evidence points the same way: relationship management improves fastest where responsibility for it is named and owned. The programme ends where implementation begins, with this strand of financial and banking practice broken into steps someone can start on Monday.
Expected Learning Outcomes
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Draw practical lessons from failures in banking customer relationship management without assigning blame that suppresses reporting.
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Set the minimum documentation for relationship management that is genuinely necessary, and stop there.
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Assess the capital and liquidity implications of banking customer relationship management.
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Build the client due diligence and monitoring appropriate to relationship management.
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Build the control framework around banking customer relationship management that an examiner would accept.
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Align relationship management with the wider objectives of the business line rather than optimising it in isolation.
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Define the risk appetite applying to banking customer relationship management and translate it into operating limits.
