Banks that want to scale successfully need leaders who can grow with the organization, but identifying and developing that talent is rarely straightforward. During a recent webinar, two bank CEOs discuss how some C-suite roles demand deep banking experience—the chief credit officer, for instance—while areas such as technology and marketing may benefit from outsiders with fresh perspectives. Additionally, one of the chiefs explains why executives at larger institutions need to be able to manage data and processes, not just relationships. Regardless of the approach a bank takes, both agree proactive succession planning is essential.
Read an article summarizing their conversation, and explore Bank Director’s 2025 report on compensation and talent.
Have you had success bringing outsiders into senior roles? If so, what’s worked and what hasn’t? How do you think about the balance between long-tenured executives with deep institutional knowledge and the need for fresh perspectives and skills? And what specific experiences or rotations do you think are most important in grooming internal talent for executive responsibilities?