Italian banks are facing a period of great transformation as a result of the regulatory evolution of recent years and the gradual decrease in the profit margins of traditional banking products. This requires not only greater attention to costs and risk control, but also a rethinking of the strategic and future business choices and professionalism of bank managers who need to grow professionally in a more complex market.

New logics and new dynamics are emerging in customer relations. In terms of retail and private entities, whether small savers or customers with significant assets, it is imperative that banks adopt an approach based on trust and on a clear understanding of the investment need: customers need to be reassured and made to feel safe and secure, they need to be guided towards an ethical and moderate approach. In terms of companies, it becomes fundamental to work on the ability to become a fundamental partner for the growth of companies and businesses.

In both cases, the bank manager must know how to communicate and dialogue with customers in compliance with the regulations, to understand their needs both from a technical and a human point of view. A bank manager must also acquire better selling and consulting skills in order to develop business. The professional roles typical of banks, whether national banks or credit cooperatives, must evolve in terms of the managerial growth of the functions, with special skills and a strong ability to manage relationships, conflicts and complexities, even with a view of progressive certification of the knowledge acquired.

One of the strong points in the revolution of the banking system is the redefinition of internal bank processes, making customer satisfaction the focal point. Furthermore, the managerial evolution of the bank according to business logics, therefore management logics, and the implementation of relevant organisational and management models, will help to drive banks towards market logics, process improvement and customer care. Finally, the management and control of risks (starting with credit risk) is becoming more and more relevant as is the need to define effective rules of compliance.

For years, CUOA has been working with credit institutes and banking companies to develop more widespread, specialised knowledge and to support a managerial approach, in particular by creating projects tailored to meet the specific needs of the client. The proposals offered for individual training also include several flexible and part-time executive courses recommended for officers and employees of the various segments.

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