Friday, February 15, 2013

Case Analysis

MEMORANDUM

Date: November 16, 2004
To: Professor Truex
From: Ben Crist
Subject: Case Analysis: first-class honours degree faithfulness Bancorporation

Introduction
In the ever changing banking industry, prototypical faithfulness Bancorp had grown to be one of the largest holding companies of eight monetary institutions and over 500 branches. Their growth has been through the acquisitions of other little institutions and internal growth generated by strong relationships with customers. This growth has love at a cost and First fidelity has been left-hand(a) with a complicated mix of systems, operations, and organizational culture. First Fidelity takeed the eight pecuniary institutions to operate totally independent of from each one other and the corporate office solely managed the integration of the financial reporting responsibilities. The non-integration of systems and operations has also left First Fidelity with higher costs and the need to make changes which will allow them to be competitive in the future. By the early 1990s First Fidelity had begun to integrate some of the operational functions, still had yet to connect them further.

Due to changes in banking regulation, the US government activity had begun cracking down on new rules on financial reporting, asset quality, and capital requirements for the banks.

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The government wanted better controls from focal ratio management and the only way First Fidelity could fill this was to integrate systems, management, and combine all eight financial institutions into a more consolidated with less autonomous feel. Management do this their highest priority and put a strict deadline of 18 months on this task.

This deadline put two major decisions directly ahead of First Fidelity, organizational structure and method of achieving the teeming integration. In value to evaluate the full impact of their decision on organizational structure changes, First Fidelity looked at the following criteria:
cost Effectiveness
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