THREE
WHAT CRITICAL PERFORMANCE VARIABLES ARE YOU TRACKING?
Lisa Johnson faced a tough decision. As area manager of Citibank’s thirty Los Angeles branches, she had to recommend a year-end evaluation and bonus for James McGaran. McGaran managed the most important branch in the area. Located in the financial district, competition with Bank of America and Wells Fargo branches was intense.
McGaren’s financial results were outstanding—20 percent above target. He had generated the highest revenue and greatest margin contribution of any branch in the system.
But there was a problem. Citibank was attempting to differentiate itself in the local market ...
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