Deregulation has leveled the "playing field" and taught bankers over the past decade how to use a rash of management concepts new to the industry, from product management and costing to merchandising and distribution systems development to creating competitive advantage and value added pricing. One area still to be developed by bankers is that of organization design and leadership evaluation. This article explores the concept of organizational life cycles and approaches, and reviews how they are applicable for bankers now and in their planning for the 1990s.
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