Case | HBS Case Collection | March 1974 (Revised June 1995)

First National City Bank Operating Group (B)

by Jay W. Lorsch


Growth in demands on the bank's "back office" required a totally new approach to management. New stress on systems orientation, objectives, measurement, process design and control has resulted in lower costs, fewer people, and higher quality. Also resulted in fear, suspicion, and alienation in middle management. How to get the benefits of change without the unanticipated consequences?

Keywords: Change Management; Transition; Banks and Banking; Management Practices and Processes; Managerial Roles; Production; Outcome or Result; Banking Industry;


Lorsch, Jay W. "First National City Bank Operating Group (B)." Harvard Business School Case 474-166, March 1974. (Revised June 1995.)