The acquirer of the failed Milwaukee bank passed on assuming control of 107 in-store locations, but drawing a sweeping conclusion about the state of in-store banking from one story is difficult.

Bankers are well aware of the industry transformation taking place. However, they need to convince employees that change is worthwhile before turning reimagined business models into realities.

Success stories offer relevant lessons for those charting and executing a strategy, but with the proper perspective, stories of setbacks show bankers where they can and must improve.

Scheduling time for senior executives to visit branches and work alongside staff is a productive and motivating step for all parties involved.

So-called branch experts may recommend aggressive sales techniques, but the most successful sales teams talk the least about the bank’s products and services.

Almost 40 years ago, a rock music legend asked a question that too many banks are failing to address today.

The smallness of in-store branches used to be a liability, but with the industry's changing landscape, strategically placed "alternative branches" make more sense today.

The intense focus on sales cultures can be frustrating, but it also presents an opportunity for everyone within a bank to get on the same page about what the institution stands for and is trying to accomplish.

As the Wells Fargo story has played out, pundits have been quick to blame "sales culture" for improper behavior, but that's like blaming automobiles for reckless drivers.

The challenges of running a business become exponentially greater when managers seem to be spending more and more of their time finding and training new team members than in actually executing strategy.