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Summary
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Leading change: An interview with the CEO of Barclays Bank
  • From 2000 to 2003, strong financial results at Barclays Bank masked an underlying malaise, according to CEO John Varley.
  • In some areas of the business, employee engagement and customer satisfaction—proxies for future growth—were weak.
  • Barclays has shifted its attention beyond immediate shareholder concerns, focusing instead on long-term performance and the development of measures to track the bank's health.
  • Vital steps in the transformation included embedding this new approach into reward systems, behaviors, and communication across groups as well as adapting it to the company's culture.
      


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