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By Steven I. Davis (auth.)

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Lew Preston's door is open. Another Morgan friend speaks of Morgan's being quite a pleasant place to work, with a certain ease to relationships, a high level of mutual respect, not much politics and an astonishing amount of support given to the individual. We are a value-driven organisation with a collegial, deliberative decision-making process. We automatically start consulting with each other. Morgan's Brackenridge sums up: The organisation works more by consensus than others. It takes a long time to make decisions, but they are well thought out.

Byron Knief, SVP and Marketing Director for the North American Banking Group: Part of our culture is to be willing to act before we have all the facts. Sticking your neck out forces you to pull it together. We have developed a few truly nationwide segmented delivery systems as a result. We use the 'honey-bee' concept: lots of honey-bees with product responsibility buzzing around with customers and relationship officers. We do not try to define the product but rather ask whether the customer will pay for it.

I preoccupy myself with corporate strategy and business linkage. Other excellent banks echo a disillusionment with heavy top-down, paper-intensive long range planning. S-E-Banken's Olsson points out that: We used to have a strategic planning department, but we are not convinced this is the way. We put more emphasis on functional, annual planning by the Managing Directors of our five units. George Vojta, Bankers Trust's planning head, describes the life-cycle of strategic planning in major US banks: In the 1970s, we had a MIS environment - one of the major ingestions from Corporate America.

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