Strategic planning

The new Citigold program for affluent customers is more than a product — it is the centerpiece of Citigroup's vision for the future, which will also rely on branch closures and sophisticated apps.

Various departments will be realigned or consolidated and staff will shrink by attrition in the agency’s first large-scale restructuring since 2003.

The Rhode Island bank plans to build out its fee income capabilities, expand C&I lending in the Southeast, renegotiate vendor contracts and take other steps to produce expense cuts and revenue enhancements of at least $90 million.

The Cincinnati company reaped the benefit of the latest round of interest rate hikes, as a higher net interest margin and lower costs helped overcome the drop in lending.

The Cleveland company, once criticized for an initial six-year forecast, now believes it will only take four years to rebuild its tangible book value.

The Portland, Ore., company outlined a plan to boost its return on tangible common equity to between 13-15% by 2020. More details will be provided by fall, executives said.

The regional bank reported an 8% gain in fee income and trimmed costs amid 1% loan growth.

Second-quarter profit improved modestly at Northern Trust as severance costs offset growth in trust and institutional services.

The Dallas company is in the middle of a dramatic turnaround after scaling back on energy loans and slashing expenses. Still, followers of the company seek assurances that the discipline will endure.

A yearlong effort to slash costs boosted profits at the Dallas company.

Announcing that a formerly free product or service will now cost money exposes banks to reputational risk. But the process doesn’t have to end in customers getting angry.

Plenty of CUs make mistakes in their strategic planning sessions, but -- even more alarming -- there are a number of credit unions that don't do any strategic planning at all.

Experts identify the top 10 mistakes -- and how to avoid them or fix them if you've already made them.

From overconfidence to loss aversion, anchoring and the sunk-cost effect, here are some of the biggest pitfalls for CUs to avoid in strategic planning, according to the Filene Research Institute.

Trust income, bank card fees and deposit service fees led to double-digit earnings growth at Commerce Bancshares.

Credit Union Journal consulted a panel of seasoned executives for their insights on the biggest mistakes CUs make in their strategic planning sessions -- and the lessons that can be learned from those missteps.

Energy sensors will let JPMorgan Chase master-control everything from office temperatures to sprinkler systems in an attempt to preserve the scale of its branch network but lower the costs.

The world is divided into those who pursue popular decisions that are more likely to fail and those who go against the crowd and end up having the last laugh.

Banks are making it easier to log in, adding expense trackers and simplifying payments as they try to get corporate clients to use mobile more.

One of the biggest challenges after a merger is deciding which people to keep and which to let go. Learning to identify certain habits and skills could simplify those decisions.