Matt Barrett, CEO of Barclays, joined the bank in 1999 and had been assigned a mission to transform the bank from “a big UK bank dabbling overseas to a global bank which happens to have a strong UK franchise”. The bank “lost its way”, after years of underperformance and several significant corporate crises its market capitalization rank fell from 4 in 1980 to 22 in 2000, its organization lost confidence in being one of the top world banks. The case shows how Matt managed to turnaround the bank and focuses on the first two years of this transformation.
Learning Objective
Expose participants to what it takes to create a sense of urgency within a company that was performing below industry average. The case allows a discussion on the key levers of change in a situation of a new leader coming into an organization.
Keywords
Change Management, Turnaround, Chief Executive Officer Impact, Financial Services
Settings
World/global
Barclays
1999-2005
Available Languages
English
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