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      "text": "The goal of every CEO should be to achieve success with the transformation program and then maintain it well beyond that point.",
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      "text": "The second step was to develop a new strategy, and new business leaders were tasked with defining the strategy for their units. Those individual strategies were grouped into one major transformation effort that was owned by the CEO and had three specific objectives: better customer satisfaction, greater efficiency, and a performance-based culture.",
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      "text": "The first step was to reorganize the company around the customer experience, rather than around divisions and functions—which was the current, silo-based approach. That change clarified the roles for specific functions, and it rewired processes to foster greater collaboration across departments. At the same time, the company revamped its leadership team, making some new hires and giving some current leaders new roles.",
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      "text": "In response, the CEO and leadership team launched a three-step transformation aimed at improving customer satisfaction and financial results.",
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      "text": "Last, leaders need to make performance improvements sustainable. Many organizations that deliver good results during the transformation have a tough time sustaining their hard-won performance improvements after the transformation is over. The goal of every CEO should be to achieve success with the transformation program and then maintain it well beyond that point. This is what separates the most transformative CEOs from the rest of the pack. It is imperative for a CEO to own this",
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      "text": "In the wake of the financial crisis, a large bank was struggling to resume a growth trajectory. It suffered from poor profitability and process inefficiency compared with its peers. The bank also had severe liquidity issues and high write-downs on loans in both core and distant markets. More fundamentally, it had an unclear value proposition for customers and little organizational focus on performance or on collaboration among employees.",
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