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Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 1
Freshmen Pre‐session Strategic Thinking
Assignment
Leadership Beyond Management:
Graduate School of Banking 2017
Asset Size Comparison
Percent Responding:
194 of 198* = 98%
*Based on number of enrollees at time of online assessment, excluding 6 non‐bank students
Compiled by Wipfli LLP. 2
Participation
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 2
My age category is . . .
Group # Respondents %
26‐30 29 15%
31‐40 100 52%
41‐60 65 34%
61‐70 ‐ ‐
Total 194 100%
Note: Percentages have been rounded throughout this report
Compiled by Wipfli LLP. 3
Demographics
I work primarily for / at . . .
Group # Respondents %
Holding Company 7 4%
Main Office 120 62%
Local Branch 24 12%
Branch location / separate community
38 20%
Branch location / different state 4 2%
Total 193* 100%
*1 participant did not respond to this demographic question
Demographics
Compiled by Wipfli LLP. 4
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 3
Asset size of current institution . . .
Group # Respondents %
< 100MM 13 7%
101 – 250MM 50 26%
251 – 500MM 47 24%
501MM – 1B 33 17%
1B – 5B 34 18%
> 5B 17 9%
Total 194 100%
Demographics
Compiled by Wipfli LLP. 5
My institution’s performance last 5 years . . .
Group # Respondents %
Has never been stronger! 63 33%
Is above average, relative to peer 94 49%
Has been impacted by a lack of infrastructure to support growth
20 11%
Has suffered due to asset quality issues
13 7%
Total 190 100%
*4 participants did not respond to this demographic question
Demographics
Compiled by Wipfli LLP. 6
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 4
I have worked for my current institution for . . .
Group # Respondents %
Less than 5 years 72 37%
5‐10 years 70 36%
11‐15 years 34 18%
16‐20 years 8 4%
More than 20 years 10 5%
Total 194 100%
All of my career* Yes: 52 (27%) No: 141 (73%)
*1 participant did not respond to this demographic question
Demographics
Compiled by Wipfli LLP. 7
Number of banking institutions worked for . . .
Group # Respondents %
Only my current institution 72 38%
2 47 24%
3 40 21%
4 17 9%
5 or more 16 8%
Total 192* 100%*2 participants did not respond to this demographic questions
Had previous career** Yes: 70 (36%) No: 123 (64%)**1 participant did not respond to this demographic question
Demographics
Compiled by Wipfli LLP. 8
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 5
Interpreting the Report
Ratings Scale
Explanation of Survey Results
Compiled by Wipfli LLP. 9
Agreement ScaleStrongly Agree Agree Neutral Disagree Strongly Disagree
Importance ScaleExtremely Important Important Neutral
Relatively Unimportant
Not Important
% Neutral% Favorable Response % Unfavorable Response
45 3 2 1
% Neutral% FavorableResponse
% UnfavorableResponse
45 3 2 1
Note: Percentages throughout this report have been rounded and may not total 100%.
Ratings Scale
Compiled by Wipfli LLP. 10
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 6
The bar graph depicts percentage response of each strategy. Sorts are: Favorable (5/4),
Neutral (3) or Unfavorable (2/1).
Example:
Favorability Mean – Shows how well participants believe their Bank is doing on each strategy,
with Neutral (“3”) as the anchor.
Importance Mean – Shows how important participants consider each strategy, with Neutral
(“3”) as the anchor (mean of Importance rating scale).
Difference – Represents the difference between the Favorability and Importance mean scores
for each strategy.
Aggregate: 20% Unfavorable(Disagree and Strongly Disagree, represented by yellow bar)
Aggregate: 70% Favorable(Strongly Agree and Agree, represented by blue bar)
Aggregate
0% 20% 40% 60% 80% 100%
70%
65%
10% 20%
Aggregate: 10% Neutral(represented by white bar)
Interpreting Results
Compiled by Wipfli LLP. 11
Overall Summary
Compiled by Wipfli LLP. 12
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 7
6 Categories – 34 Strategies Assessed:
1. Leadership / Management (6)
2. Employee Engagement (4)
3. Customer Relationship Opportunities (7)
4. Delivery Channels and Marketing (7)
5. Loan Portfolio Management (4)
6. Risk Management (6)
Overall Summary
Compiled by Wipfli LLP. 13
34 Strategies Assessed
24 (71%) Ranked > 4.00
According to Importance Mean
Overall Summary
Compiled by Wipfli LLP. 14
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 8
34 Strategies Assessed
7 (21%) Ranked > 4.00
According to Favorability Mean
Overall Summary
Compiled by Wipfli LLP. 15
Highest Rated StrategyOur financial institution is currently well capitalized according to the
“new” guidelines.
Favorability Mean: 4.40(Scale of 1 to 5)
Overall Summary
Compiled by Wipfli LLP. 16
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 9
Lowest Rated StrategyElectronic banking, or the “e‐bank,”has a line sales manager role similar to a branch or location manager.
Favorability Mean: 2.85(Scale of 1 to 5)
Overall Summary
Compiled by Wipfli LLP. 17
2nd Lowest Rated StrategyOur financial institution has invested in
CRM (Customer Relationship Management) to analyze customer profitability and depth/breadth of
customer relationship.
Favorability Mean: 2.95(Scale of 1 to 5)
Overall Summary
Compiled by Wipfli LLP. 18
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 10
Most Important StrategyOur financial institution’s credit philosophy balances soundness,
profitability and growth.
Importance Mean: 4.67(Scale of 1 to 5)
Overall Summary
Compiled by Wipfli LLP. 19
Greatest Differential Gap*Our financial institution’s technology
is a strength (core system and networks/electronic delivery).
Difference: 90 basis points(*Favorability minus Importance)
Overall Summary
Compiled by Wipfli LLP. 20
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 11
High / Low Ranking
Compiled by Wipfli LLP. 21
Favorability Importance Difference
30. Our financial institution is currently well capitalized according to the "new" guidelines. (RM) 4.40 4.55 -0.16
25. Our financial institution's credit philosophy balances soundness, profitability and growth. (LPM) 4.27 4.67 -0.40
32. Our financial institution effectively manages interest rate risk through prudent asset/liability management policies and procedures. (RM) 4.22 4.45 -0.23
1. A documented, multi-year strategic plan has been developed and implemented by Senior Leadership at our financial institution. (LM) 4.13 4.48 -0.35
27. The leadership of my financial institution has developed credit monitoring systems including a method to stress the loan portfolio, perform loan review and monitor the ALLR. (LPM) 4.12 4.45 -0.33
18. Electronic banking, including mobile banking, is functional, reliable and maximized as a key delivery channel. (DCM) 4.08 4.47 -0.39
6. Our Senior Leadership understands and believes it is a "new world" for the financial services industry since 2008. (LM) 4.02 4.28 -0.27
31. Our financial institution effectively defines its risk appetite and monitors tolerance against risk appetite. (RM) 3.99 4.31 -0.32
4. The majority of our financial institution's Board consists of qualified, outside independent directors. (LM) 3.98 4.27 -0.29
Ranked by Favorability Mean
Compiled by Wipfli LLP. 22
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 12
(Continued) Favorability Importance Difference
26. The Board of Directors of my financial institution provides strong credit quality governance. (LPM) 3.96 4.33 -0.37
28. Our financial institution has set loan portfolio concentration limits and adheres to the limits even if it means less growth. (LPM) 3.93 4.17 -0.25
29. Our financial institution has developed/updated a formal capital plan. (RM) 3.93 4.21 -0.28
24. Our bank utilizes at least one social media network for customer communication and/or marketing. (DCM) 3.90 4.03 -0.14
19. We have effectively developed an "omni-channel approach," ensuring the customer can access and utilize banking services when, where and how they choose on their schedule/time. (DCM) 3.89 4.28 -0.39
2. In recent years, our financial institution's leadership has created and implemented innovative strategies for long-term profitable growth. (LM) 3.85 4.36 -0.51
11. Our financial institution uses a customer-centric model in its approach to the marketplace. (CRO) 3.85 4.17 -0.31
5. Our financial institution has a track record of successful execution of the "right" strategies. (LM) 3.79 4.29 -0.50
7. The bank's Senior Leadership demonstrates consistent commitment to employee development, employee coaching and employee mentoring. (EE) 3.79 4.36 -0.57
Ranked by Favorability Mean
Compiled by Wipfli LLP. 23
(Continued) Favorability Importance Difference
14. Our financial institution identifies its most profitable customers. (CRO) 3.68 4.12 -0.44
15. Our financial institution effectively utilizes differential pricing based on profitability and/or risk of the overall customer relationship. (CRO) 3.66 3.96 -0.30
34. Our financial institution effectively utilizes risk-based pricing. (RM) 3.62 4.03 -0.41
33. The function of enterprise-wide risk management (ERM) is in place at our financial institution. (RM) 3.59 3.94 -0.35
17. Our financial institution has a clearly defined competitive advantage that differentiates us from our competitors. (CRO) 3.56 4.20 -0.64
12. Our financial institution has identified high-priority market segments of focus/concentration based on their revenue potential. (CRO) 3.55 3.90 -0.35
8. Our financial institution has the appropriate organizational structure, aligned with our strategic priorities. (EE) 3.53 4.11 -0.59
3. Incentive compensation program(s) align performance goals to the bank's strategic/annual plan. (LM) 3.43 3.91 -0.48
16. We know, on average, the number of products/services our customers have with our financial institution. (CRO) 3.43 3.85 -0.41
Ranked by Favorability Mean
Compiled by Wipfli LLP. 24
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 13
(Continued) Favorability Importance Difference
9. Our financial institution identifies our "A" (top talent) employees and has strategies in place to retain them. (EE) 3.34 4.21 -0.87
10. Our financial institution conducts meaningful annual performance reviews that are aligned with our culture and strategic priorities. (EE) 3.34 3.92 -0.58
13. Our financial institution regularly and objectively measures the satisfaction and loyalty of our customers. (CRO) 3.27 3.89 -0.62
21. Our financial institution's technology is a strength (core system and networks/electronic delivery). (DCM) 3.23 4.13 -0.90
20. Marketing strategies are differentiated by market segments or market niches. (DCM) 3.18 3.58 -0.41
22. Our financial institution has invested in CRM (Customer Relationship Management) to analyze customer profitability and depth/breadth of customer relationship. (DCM) 2.95 3.62 -0.68
23. Electronic banking, or the "e-bank," has a line sales manager role similar to a branch or location manager. (DCM) 2.85 3.16 -0.31
Ranked by Favorability Mean
Compiled by Wipfli LLP. 25
Favorability Importance Difference
25. Our financial institution's credit philosophy balances soundness, profitability and growth. (LPM) 4.27 4.67 -0.40
30. Our financial institution is currently well capitalized according to the "new" guidelines. (RM) 4.40 4.55 -0.16
1. A documented, multi-year strategic plan has been developed and implemented by Senior Leadership at our financial institution. (LM) 4.13 4.48 -0.35
18. Electronic banking, including mobile banking, is functional, reliable and maximized as a key delivery channel. (DCM) 4.08 4.47 -0.39
27. The leadership of my financial institution has developed credit monitoring systems including a method to stress the loan portfolio, perform loan review and monitor the ALLR. (LPM) 4.12 4.45 -0.33
32. Our financial institution effectively manages interest rate risk through prudent asset/liability management policies and procedures. (RM) 4.22 4.45 -0.23
2. In recent years, our financial institution's leadership has created and implemented innovative strategies for long-term profitable growth. (LM) 3.85 4.36 -0.51
7. The bank's Senior Leadership demonstrates consistent commitment to employee development, employee coaching and employee mentoring. (EE) 3.79 4.36 -0.57
26. The Board of Directors of my financial institution provides strong credit quality governance. (LPM) 3.96 4.33 -0.37
Ranked by Importance Mean
Compiled by Wipfli LLP. 26
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 14
(Continued) Favorability Importance Difference
31. Our financial institution effectively defines its risk appetite and monitors tolerance against risk appetite. (RM) 3.99 4.31 -0.32
5. Our financial institution has a track record of successful execution of the "right" strategies. (LM) 3.79 4.29 -0.50
6. Our Senior Leadership understands and believes it is a "new world" for the financial services industry since 2008. (LM) 4.02 4.28 -0.27
19. We have effectively developed an "omni-channel approach," ensuring the customer can access and utilize banking services when, where and how they choose on their schedule/time. (DCM) 3.89 4.28 -0.39
4. The majority of our financial institution's Board consists of qualified, outside independent directors. (LM) 3.98 4.27 -0.29
9. Our financial institution identifies our "A" (top talent) employees and has strategies in place to retain them. (EE) 3.34 4.21 -0.87
29. Our financial institution has developed/updated a formal capital plan. (RM) 3.93 4.21 -0.28
17. Our financial institution has a clearly defined competitive advantage that differentiates us from our competitors. (CRO) 3.56 4.20 -0.64
11. Our financial institution uses a customer-centric model in its approach to the marketplace. (CRO) 3.85 4.17 -0.31
Ranked by Importance Mean
Compiled by Wipfli LLP. 27
(Continued) Favorability Importance Difference
28. Our financial institution has set loan portfolio concentration limits and adheres to the limits even if it means less growth. (LPM) 3.93 4.17 -0.25
21. Our financial institution's technology is a strength (core system and networks/electronic delivery). (DCM) 3.23 4.13 -0.90
14. Our financial institution identifies its most profitable customers. (CRO) 3.68 4.12 -0.44
8. Our financial institution has the appropriate organizational structure, aligned with our strategic priorities. (EE) 3.53 4.11 -0.59
24. Our bank utilizes at least one social media network for customer communication and/or marketing. (DCM) 3.90 4.03 -0.14
34. Our financial institution effectively utilizes risk-based pricing. (RM) 3.62 4.03 -0.41
15. Our financial institution effectively utilizes differential pricing based on profitability and/or risk of the overall customer relationship. (CRO) 3.66 3.96 -0.30
33. The function of enterprise-wide risk management (ERM) is in place at our financial institution. (RM) 3.59 3.94 -0.35
10. Our financial institution conducts meaningful annual performance reviews that are aligned with our culture and strategic priorities. (EE) 3.34 3.92 -0.58
Ranked by Importance Mean
Compiled by Wipfli LLP. 28
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 15
(Continued) Favorability Importance Difference
3. Incentive compensation program(s) align performance goals to the bank's strategic/annual plan. (LM) 3.43 3.91 -0.48
12. Our financial institution has identified high-priority market segments of focus/concentration based on their revenue potential. (CRO) 3.55 3.90 -0.35
13. Our financial institution regularly and objectively measures the satisfaction and loyalty of our customers. (CRO) 3.27 3.89 -0.62
16. We know, on average, the number of products/services our customers have with our financial institution. (CRO) 3.43 3.85 -0.41
22. Our financial institution has invested in CRM (Customer Relationship Management) to analyze customer profitability and depth/breadth of customer relationship. (DCM) 2.95 3.62 -0.68
20. Marketing strategies are differentiated by market segments or market niches. (DCM) 3.18 3.58 -0.41
23. Electronic banking, or the "e-bank," has a line sales manager role similar to a branch or location manager. (DCM) 2.85 3.16 -0.31
Ranked by Importance Mean
Compiled by Wipfli LLP. 29
Favorability Importance Difference
21. Our financial institution's technology is a strength (core system and networks/electronic delivery). (DCM) 3.23 4.13 -0.90
9. Our financial institution identifies our "A" (top talent) employees and has strategies in place to retain them. (EE) 3.34 4.21 -0.87
22. Our financial institution has invested in CRM (Customer Relationship Management) to analyze customer profitability and depth/breadth of customer relationship. (DCM) 2.95 3.62 -0.68
17. Our financial institution has a clearly defined competitive advantage that differentiates us from our competitors. (CRO) 3.56 4.20 -0.64
13. Our financial institution regularly and objectively measures the satisfaction and loyalty of our customers. (CRO) 3.27 3.89 -0.62
8. Our financial institution has the appropriate organizational structure, aligned with our strategic priorities. (EE) 3.53 4.11 -0.59
10. Our financial institution conducts meaningful annual performance reviews that are aligned with our culture and strategic priorities. (EE) 3.34 3.92 -0.58
7. The bank's Senior Leadership demonstrates consistent commitment to employee development, employee coaching and employee mentoring. (EE) 3.79 4.36 -0.57
2. In recent years, our financial institution's leadership has created and implemented innovative strategies for long-term profitable growth. (LM) 3.85 4.36 -0.51
Ranked by Difference Gap
Compiled by Wipfli LLP. 30
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 16
(Continued) Favorability Importance Difference
5. Our financial institution has a track record of successful execution of the "right" strategies. (LM) 3.79 4.29 -0.50
3. Incentive compensation program(s) align performance goals to the bank's strategic/annual plan. (LM) 3.43 3.91 -0.48
14. Our financial institution identifies its most profitable customers. (CRO) 3.68 4.12 -0.44
34. Our financial institution effectively utilizes risk-based pricing. (RM) 3.62 4.03 -0.41
16. We know, on average, the number of products/services our customers have with our financial institution. (CRO) 3.43 3.85 -0.41
20. Marketing strategies are differentiated by market segments or market niches. (DCM) 3.18 3.58 -0.41
25. Our financial institution's credit philosophy balances soundness, profitability and growth. (LPM) 4.27 4.67 -0.40
19. We have effectively developed an "omni-channel approach," ensuring the customer can access and utilize banking services when, where and how they choose on their schedule/time. (DCM) 3.89 4.28 -0.39
18. Electronic banking, including mobile banking, is functional, reliable and maximized as a key delivery channel. (DCM) 4.08 4.47 -0.39
Ranked by Difference Gap
Compiled by Wipfli LLP. 31
(Continued) Favorability Importance Difference
26. The Board of Directors of my financial institution provides strong credit quality governance. (LPM) 3.96 4.33 -0.37
1. A documented, multi-year strategic plan has been developed and implemented by Senior Leadership at our financial institution. (LM) 4.13 4.48 -0.35
12. Our financial institution has identified high-priority market segments of focus/concentration based on their revenue potential. (CRO) 3.55 3.90 -0.35
33. The function of enterprise-wide risk management (ERM) is in place at our financial institution. (RM) 3.59 3.94 -0.35
27. The leadership of my financial institution has developed credit monitoring systems including a method to stress the loan portfolio, perform loan review and monitor the ALLR. (LPM) 4.12 4.45 -0.33
31. Our financial institution effectively defines its risk appetite and monitors tolerance against risk appetite. (RM) 3.99 4.31 -0.32
23. Electronic banking, or the "e-bank," has a line sales manager role similar to a branch or location manager. (DCM) 2.85 3.16 -0.31
11. Our financial institution uses a customer-centric model in its approach to the marketplace. (CRO) 3.85 4.17 -0.31
15. Our financial institution effectively utilizes differential pricing based on profitability and/or risk of the overall customer relationship. (CRO) 3.66 3.96 -0.30
Ranked by Difference Gap
Compiled by Wipfli LLP. 32
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 17
(Continued) Favorability Importance Difference
4. The majority of our financial institution's Board consists of qualified, outside independent directors. (LM) 3.98 4.27 -0.29
29. Our financial institution has developed/updated a formal capital plan. (RM) 3.93 4.21 -0.28
6. Our Senior Leadership understands and believes it is a "new world" for the financial services industry since 2008. (LM) 4.02 4.28 -0.27
28. Our financial institution has set loan portfolio concentration limits and adheres to the limits even if it means less growth. (LPM) 3.93 4.17 -0.25
32. Our financial institution effectively manages interest rate risk through prudent asset/liability management policies and procedures. (RM) 4.22 4.45 -0.23
30. Our financial institution is currently well capitalized according to the "new" guidelines. (RM) 4.40 4.55 -0.16
24. Our bank utilizes at least one social media network for customer communication and/or marketing. (DCM) 3.90 4.03 -0.14
Ranked by Difference Gap
Compiled by Wipfli LLP. 33
Category Summary
Compiled by Wipfli LLP. 34
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 18
Compiled by Wipfli LLP. 35
Category Summary
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Leadership/Management (Agreement) 3.87 4.27 -0.40
Employee Engagement (Agreement) 3.50 4.15 -0.65
Customer Relationship Opportunities (Agreement) 3.57 4.01 -0.44
Delivery Channels and Marketing (Agreement) 3.45 3.90 -0.46
Loan Portfolio Management (Agreement) 4.07 4.41 -0.34
Risk Management (Agreement) 3.97 4.26 -0.29
CATEGORIES
73%
58%
60%
54%
79%
74%
14%
20%
21%
23%
15%
19%
13%
22%
19%
24%
8%
0% 20% 40% 60% 80% 100%
Total Comparison
Compiled by Wipfli LLP. 36
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 19
1. A documented, multi-year strategic plan has been developed and implemented by Senior Leadership at our financial institution.
Leadership / Management
Compiled by Wipfli LLP. 37
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 40% 43% 8% 7% 2% 4.13 4.48 -0.35
<100MM 50% 33% 0% 17% 0% 4.17 4.00 0.17
101-250MM 40% 36% 10% 12% 2% 4.00 4.42 -0.42
251-500MM 33% 50% 9% 9% 0% 4.07 4.44 -0.37
501MM-1B 47% 28% 13% 6% 6% 4.03 4.59 -0.56
1B-5B 42% 52% 6% 0% 0% 4.36 4.70 -0.33
>5B 38% 63% 0% 0% 0% 4.38 4.50 -0.13
83%
83%
76%
83%
75%
94%
100%
8%
10%
9%
13%
9%
17%
14%
9%
13%
0% 20% 40% 60% 80% 100%
2. In recent years, our financial institution’s leadership has created and implemented innovative strategies for long-term profitable growth.
Leadership / Management
Compiled by Wipfli LLP. 38
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 27% 44% 18% 12% 0% 3.85 4.36 -0.51
<100MM 25% 25% 33% 17% 0% 3.58 4.25 -0.67
101-250MM 27% 43% 14% 16% 0% 3.80 4.27 -0.47
251-500MM 19% 49% 19% 14% 0% 3.72 4.30 -0.57
501MM-1B 30% 30% 21% 18% 0% 3.73 4.53 -0.80
1B-5B 38% 44% 15% 3% 0% 4.18 4.47 -0.30
>5B 18% 71% 12% 0% 0% 4.06 4.29 -0.23
70%
50%
69%
67%
61%
82%
88%
18%
33%
14%
19%
21%
15%
12%
12%
17%
16%
14%
18%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 20
3. Incentive compensation program(s) align performance goals to the bank’s strategic / annual plan.
Leadership / Management
Compiled by Wipfli LLP. 39
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 16% 40% 18% 22% 4% 3.43 3.91 -0.48
<100MM 8% 46% 15% 31% 0% 3.31 3.62 -0.31
101-250MM 14% 40% 18% 22% 6% 3.34 3.62 -0.28
251-500MM 12% 40% 23% 21% 5% 3.33 3.81 -0.49
501MM-1B 19% 41% 13% 25% 3% 3.47 4.32 -0.85
1B-5B 27% 42% 12% 15% 3% 3.76 4.12 -0.36
>5B 12% 35% 29% 24% 0% 3.35 4.06 -0.71
56%
54%
54%
51%
59%
70%
47%
18%
15%
18%
23%
13%
12%
29%
26%
31%
28%
26%
28%
18%
24%
0% 20% 40% 60% 80% 100%
4. The majority of our financial institution’s Board consists of qualified, outside independent directors.
Leadership / Management
Compiled by Wipfli LLP. 40
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 35% 41% 13% 11% 1% 3.98 4.27 -0.29
<100MM 23% 39% 15% 23% 0% 3.62 3.77 -0.15
101-250MM 36% 30% 22% 12% 0% 3.90 4.06 -0.16
251-500MM 26% 49% 6% 19% 0% 3.81 4.48 -0.67
501MM-1B 38% 41% 22% 0% 0% 4.16 4.41 -0.25
1B-5B 50% 38% 3% 6% 3% 4.27 4.44 -0.18
>5B 29% 59% 6% 6% 0% 4.12 4.12 0.00
76%
62%
66%
74%
78%
88%
88%
13%
15%
22%
22%
11%
23%
12%
19%
9%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 21
5. Our financial institution has a track record of successful execution of the “right” strategies.
Leadership / Management
Compiled by Wipfli LLP. 41
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 21% 50% 17% 11% 1% 3.79 4.29 -0.50
<100MM 31% 31% 15% 23% 0% 3.69 4.15 -0.46
101-250MM 20% 50% 20% 8% 2% 3.78 4.28 -0.50
251-500MM 13% 56% 13% 16% 2% 3.62 4.13 -0.51
501MM-1B 12% 42% 24% 21% 0% 3.46 4.41 -0.95
1B-5B 29% 59% 12% 0% 0% 4.18 4.32 -0.15
>5B 35% 47% 18% 0% 0% 4.18 4.53 -0.35
71%
62%
70%
69%
55%
88%
82%
17%
15%
20%
13%
24%
12%
18%
12%
23%
10%
18%
21%
0% 20% 40% 60% 80% 100%
6. Our Senior Leadership understands and believes it is a “new world” for the financial services industry since 2008.
Leadership / Management
Compiled by Wipfli LLP. 42
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 31% 50% 10% 8% 1% 4.02 4.28 -0.27
<100MM 8% 92% 0% 0% 0% 4.08 4.08 0.00
101-250MM 40% 50% 2% 6% 2% 4.20 4.36 -0.16
251-500MM 22% 44% 20% 13% 2% 3.70 4.11 -0.42
501MM-1B 30% 55% 12% 3% 0% 4.12 4.41 -0.28
1B-5B 32% 41% 15% 12% 0% 3.94 4.32 -0.38
>5B 41% 47% 6% 6% 0% 4.24 4.35 -0.12
81%
100%
90%
65%
85%
74%
88%
10%
20%
12%
15%
9%
8%
15%
12%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 22
7. The bank’s Senior Leadership demonstrates consistent commitment to employee development, employee coaching and employee mentoring.
Employee Engagement
Compiled by Wipfli LLP. 43
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 27% 43% 14% 14% 2% 3.79 4.36 -0.57
<100MM 31% 46% 15% 8% 0% 4.00 4.46 -0.46
101-250MM 34% 30% 20% 16% 0% 3.82 4.34 -0.52
251-500MM 26% 40% 9% 23% 2% 3.64 4.17 -0.53
501MM-1B 15% 58% 12% 15% 0% 3.73 4.47 -0.74
1B-5B 38% 44% 12% 3% 3% 4.12 4.47 -0.35
>5B 6% 53% 24% 12% 6% 3.41 4.47 -1.06
70%
77%
64%
66%
73%
82%
59%
14%
15%
20%
9%
12%
12%
24%
16%
8%
16%
26%
15%
18%
0% 20% 40% 60% 80% 100%
8. Our financial institution has the appropriate organizational structure, aligned with our strategic priorities.
Employee Engagement
Compiled by Wipfli LLP. 44
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 12% 47% 23% 16% 2% 3.53 4.11 -0.59
<100MM 23% 23% 46% 8% 0% 3.62 3.85 -0.23
101-250MM 18% 54% 16% 12% 0% 3.78 4.12 -0.34
251-500MM 2% 55% 23% 17% 2% 3.38 4.04 -0.66
501MM-1B 12% 30% 30% 18% 9% 3.18 4.31 -1.13
1B-5B 18% 50% 18% 15% 0% 3.71 4.09 -0.38
>5B 6% 53% 18% 24% 0% 3.41 4.18 -0.76
60%
46%
72%
57%
42%
68%
59%
23%
46%
16%
23%
30%
18%
18%
18%
8%
12%
19%
27%
15%
24%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 23
9. Our financial institution identifies our “A” (top talent) employees and has strategies in place to retain them.
Employee Engagement
Compiled by Wipfli LLP. 45
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 18% 30% 26% 20% 6% 3.34 4.21 -0.87
<100MM 31% 15% 23% 23% 8% 3.39 4.31 -0.92
101-250MM 16% 41% 20% 20% 2% 3.49 4.25 -0.76
251-500MM 13% 28% 28% 23% 9% 3.13 4.04 -0.92
501MM-1B 18% 24% 24% 24% 9% 3.18 4.38 -1.19
1B-5B 29% 35% 24% 9% 3% 3.79 4.21 -0.41
>5B 0% 18% 53% 24% 6% 2.82 4.18 -1.35
48%
46%
57%
41%
42%
65%
18%
26%
23%
20%
28%
24%
24%
53%
26%
31%
22%
32%
33%
12%
29%
0% 20% 40% 60% 80% 100%
10. Our financial institution conducts meaningful annual performance reviews that are aligned with our culture and strategic priorities.
Employee Engagement
Compiled by Wipfli LLP. 46
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 15% 38% 18% 23% 6% 3.34 3.92 -0.58
<100MM 31% 15% 23% 15% 15% 3.31 3.77 -0.46
101-250MM 6% 50% 18% 18% 8% 3.28 3.92 -0.64
251-500MM 11% 32% 19% 32% 6% 3.09 3.60 -0.51
501MM-1B 18% 36% 15% 27% 3% 3.39 4.03 -0.64
1B-5B 27% 36% 18% 15% 3% 3.70 4.34 -0.65
>5B 12% 47% 18% 24% 0% 3.47 3.94 -0.47
53%
46%
56%
43%
55%
64%
59%
18%
23%
18%
19%
15%
18%
18%
29%
31%
26%
38%
30%
18%
24%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 24
11. Our financial institution uses a customer-centric model in its approach to the marketplace.
Customer Relationship Opportunities
Compiled by Wipfli LLP. 47
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 26% 43% 25% 6% 1% 3.85 4.17 -0.31
<100MM 8% 15% 46% 23% 8% 2.92 3.54 -0.62
101-250MM 23% 51% 23% 2% 0% 3.96 4.17 -0.21
251-500MM 14% 48% 32% 7% 0% 3.68 3.98 -0.30
501MM-1B 30% 46% 18% 6% 0% 4.00 4.31 -0.31
1B-5B 41% 32% 24% 0% 3% 4.09 4.24 -0.15
>5B 35% 41% 6% 18% 0% 3.94 4.71 -0.77
68%
23%
75%
61%
76%
74%
77%
25%
46%
23%
32%
18%
24%
8%
31%
7%
18%
0% 20% 40% 60% 80% 100%
12. Our financial institution has identified high-priority market segments of focus / concentration based on their revenue potential.
Customer Relationship Opportunities
Compiled by Wipfli LLP. 48
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 9% 52% 25% 13% 1% 3.55 3.90 -0.35
<100MM 8% 23% 23% 46% 0% 2.92 3.39 -0.46
101-250MM 6% 60% 19% 15% 0% 3.58 3.80 -0.21
251-500MM 5% 43% 39% 11% 2% 3.36 3.73 -0.36
501MM-1B 16% 50% 22% 9% 3% 3.66 4.29 -0.63
1B-5B 15% 53% 27% 6% 0% 3.77 4.06 -0.29
>5B 6% 75% 13% 6% 0% 3.81 4.00 -0.19
61%
31%
67%
48%
66%
68%
81%
25%
23%
19%
39%
22%
27%
13%
14%
46%
15%
14%
13%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 25
13. Our financial institution regularly and objectively measures the satisfaction and loyalty of our customers.
Customer Relationship Opportunities
Compiled by Wipfli LLP. 49
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 15% 32% 22% 28% 4% 3.27 3.89 -0.62
<100MM 15% 23% 23% 39% 0% 3.15 3.39 -0.23
101-250MM 10% 31% 18% 37% 4% 3.06 3.86 -0.80
251-500MM 7% 24% 26% 37% 7% 2.87 3.59 -0.72
501MM-1B 24% 36% 18% 21% 0% 3.64 4.41 -0.77
1B-5B 12% 41% 29% 12% 6% 3.41 3.77 -0.35
>5B 35% 41% 12% 12% 0% 4.00 4.41 -0.41
47%
39%
41%
30%
61%
53%
77%
22%
23%
18%
26%
18%
29%
12%
31%
39%
41%
44%
21%
18%
12%
0% 20% 40% 60% 80% 100%
14. Our financial institution identifies its most profitable customers.
Customer Relationship Opportunities
Compiled by Wipfli LLP. 50
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 22% 44% 17% 13% 4% 3.68 4.12 -0.44
<100MM 8% 54% 23% 15% 0% 3.54 3.92 -0.39
101-250MM 26% 42% 16% 10% 6% 3.72 4.08 -0.36
251-500MM 13% 50% 13% 20% 4% 3.48 4.09 -0.61
501MM-1B 33% 36% 21% 9% 0% 3.94 4.44 -0.50
1B-5B 24% 38% 18% 15% 6% 3.59 3.94 -0.35
>5B 24% 53% 18% 6% 0% 3.94 4.29 -0.35
66%
62%
68%
63%
70%
62%
76%
17%
23%
16%
13%
21%
18%
18%
17%
15%
16%
24%
9%
21%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 26
15. Our financial institution effectively utilizes differential pricing based on profitability and / or risk of the overall customer relationship.
Customer Relationship Opportunities
Compiled by Wipfli LLP. 51
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 20% 44% 20% 14% 2% 3.66 3.96 -0.30
<100MM 0% 54% 39% 8% 0% 3.46 3.69 -0.23
101-250MM 29% 35% 21% 8% 6% 3.73 4.02 -0.29
251-500MM 18% 40% 22% 20% 0% 3.56 3.82 -0.27
501MM-1B 19% 53% 16% 9% 3% 3.75 4.00 -0.25
1B-5B 18% 47% 15% 21% 0% 3.62 4.09 -0.47
>5B 24% 47% 18% 12% 0% 3.82 4.06 -0.24
64%
54%
65%
58%
72%
65%
71%
20%
39%
21%
22%
16%
15%
18%
16%
8%
15%
20%
13%
21%
12%
0% 20% 40% 60% 80% 100%
16. We know, on average, the number of products / services our customers have with our financial institution.
Customer Relationship Opportunities
Compiled by Wipfli LLP. 52
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 20% 36% 14% 26% 4% 3.43 3.85 -0.41
<100MM 15% 23% 23% 39% 0% 3.15 3.39 -0.23
101-250MM 16% 34% 12% 32% 6% 3.22 3.68 -0.46
251-500MM 19% 35% 14% 30% 2% 3.37 3.86 -0.49
501MM-1B 25% 34% 19% 22% 0% 3.63 4.23 -0.60
1B-5B 24% 38% 9% 21% 9% 3.47 3.77 -0.29
>5B 25% 56% 13% 6% 0% 4.00 4.13 -0.13
56%
39%
50%
54%
59%
62%
81%
14%
23%
12%
14%
19%
9%
13%
30%
39%
38%
33%
22%
29%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 27
17. Our financial institution has a clearly defined competitive advantage that differentiates us from our competitors.
Customer Relationship Opportunities
Compiled by Wipfli LLP. 53
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 20% 36% 28% 16% 2% 3.56 4.20 -0.64
<100MM 23% 8% 31% 39% 0% 3.15 3.77 -0.62
101-250MM 20% 44% 18% 18% 0% 3.66 4.26 -0.60
251-500MM 4% 34% 36% 23% 2% 3.15 3.89 -0.75
501MM-1B 15% 33% 46% 3% 3% 3.55 4.38 -0.83
1B-5B 32% 35% 21% 9% 3% 3.85 4.35 -0.50
>5B 41% 41% 12% 6% 0% 4.18 4.53 -0.35
55%
31%
64%
38%
49%
68%
82%
28%
31%
18%
36%
46%
21%
12%
17%
39%
18%
26%
12%
0% 20% 40% 60% 80% 100%
18. Electronic banking, including mobile banking, is functional, reliable and maximized as a key delivery channel.
Delivery Channels & Marketing
Compiled by Wipfli LLP. 54
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 41% 38% 11% 9% 2% 4.08 4.47 -0.39
<100MM 39% 46% 8% 8% 0% 4.15 4.54 -0.38
101-250MM 36% 42% 12% 8% 2% 4.02 4.38 -0.36
251-500MM 45% 36% 15% 4% 0% 4.21 4.36 -0.15
501MM-1B 42% 36% 9% 9% 3% 4.06 4.66 -0.60
1B-5B 35% 35% 9% 18% 3% 3.82 4.41 -0.59
>5B 53% 35% 6% 6% 0% 4.35 4.71 -0.35
79%
85%
78%
81%
79%
71%
88%
11%
8%
12%
15%
9%
9%
10%
8%
10%
12%
21%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 28
19. We have effectively developed an “omni-channel approach,” ensuring the customer can access and utilize banking services when, where and how they choose on their schedule / time.
Delivery Channels & Marketing
Compiled by Wipfli LLP. 55
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 29% 43% 19% 8% 2% 3.89 4.28 -0.39
<100MM 31% 39% 23% 8% 0% 3.92 4.31 -0.39
101-250MM 27% 44% 19% 10% 0% 3.88 4.04 -0.17
251-500MM 19% 55% 21% 4% 0% 3.89 4.17 -0.28
501MM-1B 33% 33% 27% 3% 3% 3.91 4.56 -0.65
1B-5B 29% 38% 12% 15% 6% 3.71 4.29 -0.59
>5B 47% 35% 12% 6% 0% 4.24 4.71 -0.47
71%
69%
71%
74%
67%
68%
82%
19%
23%
19%
21%
27%
12%
12%
9%
8%
10%
21%
0% 20% 40% 60% 80% 100%
20. Marketing strategies are differentiated by market segments or market niches.
Delivery Channels & Marketing
Compiled by Wipfli LLP. 56
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 9% 29% 35% 24% 3% 3.18 3.58 -0.41
<100MM 8% 31% 39% 15% 8% 3.15 3.62 -0.46
101-250MM 9% 27% 33% 29% 2% 3.11 3.22 -0.11
251-500MM 5% 28% 37% 28% 2% 3.05 3.58 -0.53
501MM-1B 17% 27% 33% 20% 3% 3.33 3.83 -0.50
1B-5B 9% 38% 29% 21% 3% 3.29 3.77 -0.47
>5B 12% 24% 41% 18% 6% 3.18 3.75 -0.57
38%
39%
36%
33%
43%
47%
35%
35%
39%
33%
37%
33%
29%
41%
27%
23%
31%
30%
23%
24%
24%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 29
21. Our financial institution’s technology is a strength (core system and networks / electronic delivery).
Compiled by Wipfli LLP. 57
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 12% 35% 25% 21% 7% 3.23 4.13 -0.90
<100MM 8% 31% 23% 31% 8% 3.00 3.92 -0.92
101-250MM 12% 37% 27% 22% 2% 3.35 4.04 -0.69
251-500MM 9% 39% 26% 22% 4% 3.26 4.07 -0.80
501MM-1B 21% 27% 24% 21% 6% 3.36 4.44 -1.07
1B-5B 6% 32% 21% 21% 21% 2.82 4.12 -1.29
>5B 12% 47% 29% 6% 6% 3.53 4.12 -0.59
47%
39%
49%
48%
49%
38%
59%
25%
23%
27%
26%
24%
21%
29%
28%
39%
24%
26%
27%
41%
12%
0% 20% 40% 60% 80% 100%
Delivery Channels & Marketing
22. Our financial institution has invested in CRM (Customer Relationship Management) to analyze customer profitability and depth / breadth of customer relationship.
Compiled by Wipfli LLP. 58
Delivery Channels & Marketing
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 8% 30% 22% 29% 11% 2.95 3.62 -0.68
<100MM 0% 8% 31% 54% 8% 2.39 3.00 -0.62
101-250MM 6% 19% 21% 40% 13% 2.66 3.32 -0.66
251-500MM 2% 30% 27% 32% 9% 2.84 3.55 -0.70
501MM-1B 16% 34% 19% 19% 13% 3.22 4.07 -0.85
1B-5B 12% 44% 12% 21% 12% 3.24 3.82 -0.59
>5B 12% 41% 29% 6% 12% 3.35 3.94 -0.59
38%
8%
26%
32%
50%
56%
53%
22%
31%
21%
27%
19%
12%
29%
40%
62%
53%
41%
31%
32%
18%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 30
23. Electronic banking, or the “e-bank,” has a line sales manager role similar to a branch or location manager.
Delivery Channels & Marketing
Compiled by Wipfli LLP. 59
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 9% 17% 35% 27% 12% 2.85 3.16 -0.31
<100MM 0% 8% 54% 23% 15% 2.54 3.00 -0.46
101-250MM 6% 10% 33% 38% 13% 2.60 2.75 -0.15
251-500MM 5% 21% 35% 28% 12% 2.79 2.88 -0.09
501MM-1B 17% 13% 33% 27% 10% 3.00 3.77 -0.77
1B-5B 18% 21% 29% 21% 12% 3.12 3.56 -0.44
>5B 7% 33% 40% 13% 7% 3.20 3.25 -0.05
26%
8%
17%
26%
30%
38%
40%
35%
54%
33%
35%
33%
29%
40%
39%
39%
50%
40%
37%
32%
20%
0% 20% 40% 60% 80% 100%
24. Our bank utilizes at least one social media network for customer communication and / or marketing.
Delivery Channels & Marketing
Compiled by Wipfli LLP. 60
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 33% 42% 11% 9% 5% 3.90 4.03 -0.14
<100MM 0% 31% 23% 39% 8% 2.77 2.77 0.00
101-250MM 25% 55% 8% 6% 6% 3.86 3.98 -0.12
251-500MM 28% 39% 13% 13% 7% 3.70 4.04 -0.35
501MM-1B 36% 46% 6% 9% 3% 4.03 4.16 -0.13
1B-5B 53% 27% 15% 3% 3% 4.24 4.29 -0.06
>5B 53% 41% 6% 0% 0% 4.47 4.35 0.12
75%
31%
80%
67%
82%
79%
94%
11%
23%
8%
13%
15%
14%
46%
12%
20%
12%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 31
25. Our financial institution’s credit philosophy balances soundness, profitability and growth.
Loan Portfolio Management
Compiled by Wipfli LLP. 61
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 44% 42% 12% 1% 1% 4.27 4.67 -0.40
<100MM 39% 31% 31% 0% 0% 4.08 4.46 -0.39
101-250MM 55% 39% 4% 2% 0% 4.47 4.78 -0.31
251-500MM 32% 53% 13% 0% 2% 4.13 4.55 -0.43
501MM-1B 36% 45% 13% 3% 3% 4.07 4.80 -0.73
1B-5B 55% 33% 12% 0% 0% 4.42 4.67 -0.24
>5B 47% 41% 12% 0% 0% 4.35 4.65 -0.29
86%
69%
94%
85%
81%
88%
88%
12%
31%
13%
13%
12%
12%
0% 20% 40% 60% 80% 100%
26. The Board of Directors of my financial institution provides strong credit quality governance.
Loan Portfolio Management
Compiled by Wipfli LLP. 62
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 28% 48% 17% 7% 1% 3.96 4.33 -0.37
<100MM 31% 31% 31% 0% 8% 3.77 3.92 -0.15
101-250MM 33% 51% 10% 6% 0% 4.10 4.36 -0.26
251-500MM 26% 47% 11% 17% 0% 3.81 4.26 -0.45
501MM-1B 29% 42% 23% 7% 0% 3.94 4.47 -0.53
1B-5B 25% 59% 16% 0% 0% 4.09 4.58 -0.48
>5B 19% 50% 31% 0% 0% 3.88 4.00 -0.13
76%
62%
84%
72%
71%
84%
69%
17%
31%
10%
11%
23%
16%
31%
7%
8%
17%
7%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 32
27. The leadership of my financial institution has developed credit monitoring systems including a method to stress the loan portfolio, perform loan review and monitor the ALLR.
Loan Portfolio Management
Compiled by Wipfli LLP. 63
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 40% 41% 11% 7% 1% 4.12 4.45 -0.33
<100MM 8% 69% 15% 8% 0% 3.77 3.92 -0.15
101-250MM 51% 27% 12% 10% 0% 4.18 4.52 -0.34
251-500MM 28% 55% 13% 2% 2% 4.04 4.38 -0.34
501MM-1B 36% 48% 7% 10% 0% 4.10 4.60 -0.50
1B-5B 55% 24% 12% 9% 0% 4.24 4.52 -0.27
>5B 44% 44% 6% 6% 0% 4.25 4.44 -0.19
81%
77%
78%
83%
84%
79%
88%
11%
15%
12%
13%
7%
12%
8%
8%
10%
10%
9%
0% 20% 40% 60% 80% 100%
28. Our financial institution has set loan portfolio concentration limits and adheres to the limits even if it means less growth.
Loan Portfolio Management
Compiled by Wipfli LLP. 64
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 25% 49% 20% 6% 0% 3.93 4.17 -0.25
<100MM 8% 62% 23% 8% 0% 3.69 4.00 -0.31
101-250MM 21% 46% 25% 8% 0% 3.79 4.17 -0.38
251-500MM 17% 59% 22% 2% 0% 3.91 3.98 -0.07
501MM-1B 32% 36% 19% 13% 0% 3.87 4.27 -0.40
1B-5B 41% 44% 9% 6% 0% 4.19 4.33 -0.15
>5B 29% 53% 18% 0% 0% 4.12 4.35 -0.23
74%
69%
67%
76%
68%
84%
82%
20%
23%
25%
22%
19%
9%
18%
8%
8%
13%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 33
29. Our financial institution has developed / updated a formal capital plan.
Risk Management
Compiled by Wipfli LLP. 65
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 27% 47% 21% 5% 1% 3.93 4.21 -0.28
<100MM 17% 42% 33% 8% 0% 3.67 4.08 -0.42
101-250MM 24% 39% 24% 12% 0% 3.76 4.17 -0.42
251-500MM 27% 54% 17% 2% 0% 4.05 4.17 -0.12
501MM-1B 33% 43% 17% 0% 7% 3.97 4.37 -0.40
1B-5B 30% 48% 22% 0% 0% 4.07 4.22 -0.15
>5B 20% 60% 13% 7% 0% 3.93 4.13 -0.20
74%
58%
63%
81%
77%
78%
80%
21%
33%
24%
17%
17%
22%
13%
8%
12%
7%
0% 20% 40% 60% 80% 100%
30. Our financial institution is currently well capitalized according to the “new” guidelines.
Risk Management
Compiled by Wipfli LLP. 66
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 54% 35% 8% 2% 1% 4.40 4.55 -0.16
<100MM 25% 50% 17% 8% 0% 3.92 4.17 -0.25
101-250MM 49% 40% 6% 4% 0% 4.34 4.53 -0.19
251-500MM 46% 41% 11% 0% 2% 4.28 4.59 -0.30
501MM-1B 67% 27% 3% 3% 0% 4.57 4.60 -0.03
1B-5B 69% 25% 6% 0% 0% 4.63 4.69 -0.06
>5B 59% 29% 12% 0% 0% 4.47 4.47 0.00
89%
75%
89%
87%
93%
94%
88%
8%
17%
11%
12%
8%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 34
31. Our financial institution effectively defines its risk appetite and monitors tolerance against risk appetite.
Risk Management
Compiled by Wipfli LLP. 67
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 32% 44% 16% 8% 1% 3.99 4.31 -0.32
<100MM 23% 39% 23% 15% 0% 3.69 4.00 -0.31
101-250MM 20% 41% 29% 10% 0% 3.71 4.18 -0.47
251-500MM 23% 55% 6% 13% 2% 3.85 4.28 -0.43
501MM-1B 42% 42% 13% 3% 0% 4.23 4.32 -0.10
1B-5B 49% 33% 15% 3% 0% 4.27 4.46 -0.18
>5B 47% 47% 6% 0% 0% 4.41 4.71 -0.29
76%
62%
61%
79%
84%
82%
94%
16%
23%
29%
13%
15%
8%
15%
10%
15%
0% 20% 40% 60% 80% 100%
32. Our financial institution effectively manages interest rate risk through prudent asset / liability management policies and procedures.
Risk Management
Compiled by Wipfli LLP. 68
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 40% 47% 11% 3% 0% 4.22 4.45 -0.23
<100MM 31% 39% 31% 0% 0% 4.00 4.23 -0.23
101-250MM 37% 51% 10% 2% 0% 4.22 4.43 -0.21
251-500MM 36% 55% 5% 5% 0% 4.23 4.46 -0.23
501MM-1B 40% 37% 17% 7% 0% 4.10 4.47 -0.37
1B-5B 50% 38% 9% 3% 0% 4.34 4.53 -0.19
>5B 41% 53% 6% 0% 0% 4.35 4.47 -0.12
86%
69%
88%
91%
77%
88%
94%
11%
31%
10%
17%
9%
7%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 35
33. The function of enterprise-wide risk management (ERM) is in place at our financial institution.
Risk Management
Compiled by Wipfli LLP. 69
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 18% 39% 29% 13% 1% 3.59 3.94 -0.35
<100MM 0% 18% 64% 18% 0% 3.00 3.36 -0.36
101-250MM 15% 38% 35% 10% 3% 3.53 3.85 -0.33
251-500MM 8% 46% 31% 15% 0% 3.46 3.69 -0.23
501MM-1B 24% 24% 28% 20% 4% 3.44 4.00 -0.56
1B-5B 32% 42% 19% 7% 0% 4.00 4.32 -0.32
>5B 21% 64% 7% 7% 0% 4.00 4.43 -0.43
57%
18%
53%
54%
48%
74%
86%
29%
64%
35%
31%
28%
19%
7%
14%
18%
13%
15%
24%
7%
7%
0% 20% 40% 60% 80% 100%
34. Our financial institution effectively utilizes risk-based pricing.
Risk Management
Compiled by Wipfli LLP. 70
Strongly Agree
Agree Neutral DisagreeStrongly Disagree
Percent RespondingFavorability
MeanImportance
Mean
Difference Between
Favorability Mean and
Importance Mean
Aggregate 18% 42% 27% 11% 2% 3.62 4.03 -0.41
<100MM 8% 46% 31% 15% 0% 3.46 3.92 -0.46
101-250MM 22% 39% 27% 10% 2% 3.68 4.02 -0.34
251-500MM 16% 40% 28% 12% 5% 3.51 3.84 -0.33
501MM-1B 16% 48% 23% 10% 3% 3.65 4.17 -0.52
1B-5B 22% 44% 28% 6% 0% 3.81 4.13 -0.31
>5B 18% 35% 24% 24% 0% 3.47 4.19 -0.72
60%
54%
61%
56%
65%
66%
53%
27%
31%
27%
28%
23%
28%
24%
14%
15%
12%
16%
13%
24%
0% 20% 40% 60% 80% 100%
Freshmen Pre‐session Assignment:Asset Size Comparison
Graduate School of Banking 2017: Leadership Beyond Management
Compiled by Wipfli LLP. 36
Questions?
Compiled by Wipfli LLP. 71
Terry Saberterry.saber75@gmail.com
612.202.6313
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