BANK of NEW ZEALAND, GROUP STRATEGIC PLANNING MANAGER
At a Group level was accountable for
- The quality of the Bank's planning by managing and coordinating the Bank's overall strategic planning process. Specifically 1) defining the qualities required, 2) developing the processes required, 3) communicating the processes to line managers, 4) reviewing divisional plans , 5) monitor progress of key strategies against objectives and milestones, and 6) Drafting the Bank's Strategic Plan.
- Establishing and maintaining appropriate planning processes to improve planning and the part that it plays in the way the Bank is managed; particularly the extent that planning is used to make management decisions consistent with 1) an extended time frame, 2) consideration of a wider external and internal environment, 3) an increased accountability for results 4) an improved deployment of Bank resources.
- The facilitator for New Zealand's largest social and cultural change programme, the BNZ's "Blueprint for Change", working in association with Booz Allen to change the attitudes, values and behaviour of 6500 retail bankers from reactionary order takers to proactive leaders in creating the Bank's future. This included reexamining all major policies (rewards and recognition, training, staffing and selection, communications and measurement), and changing these where they did not support the values sought.
- A member of the team which undertook worldwide benchmarking of management practices in excellent organisations.
- Involved in an Overheads Valuation Analysis which was designed to examine all the Bank's overheads in order to reduce them and to test them against a values-added standard.
- A member of the team working on Due Diligence Process on two occasions when the Bank was considered for sale.
At a Divisional level
Bruce worked with and supported Divisional General Managers and their managers improve their planning and the part that it plays in the way Divisions are managed. This was a facilitation and advising role.
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