ABSTRACT
Over the last ten years or so, banking operations have become increasingly more complex. At the same time technology and operations have experienced relentless pressure to cut their operational costs. These two forces have led to greater specialization and the fragmentation of business processes. In particular, end-to-end processes now span continents and multiple external vendors. Many of the larger banks have also executed aggressive growth plans through acquisition, resulting in even more complex organizational charts. To operate effectively and efficiently, relationships between all these different parties need to be strong and healthy. The ability to build and maintain relationships has become a critical skill for people in leadership roles or for those aspiring to such a role. From the point of view of leading collaboratively, the ability to develop a network of relationships is an essential skill.
