Combining flexibility and integrity in complex banking organisations: the case of Credito Valtellinese group

The case in point is the organisation of the Credito Valtellinese Group (Creval), showing how its strategic development and organisational procedures have evolved by providing detailed information about the organisational structure of the corporate center, with specific reference to the role - very different when compared to the banking scene - of Deltas, the company with the role of organisational coordination of the Group. The objective here is to look back at the reasons for the construction of the current organisational model, highlighting how it came about from trying to integrate internal control and flexibility, and assessing the needs of such reorganization by drawing up a new organizational model. The reasons for restructuring were the high management costs of the organisational model - based on a matrix structure - and the low performance recorded by the Group in 2010. The discussion here must aim at highlighting the strengths, but also the weak points, of the model and to assess any possible solutions that allow for compliance with the regulatory guidelines of the organisation and the internal controls but also to make the most of the Group's culture and identity. The Group tackled the problem during the second semester of 2010, and at the time of drafting this Case a concrete proposal to change has not yet been finalised. In fact, the project coordinator does not have a deadline for the creation of the project, but it is known that the board is expecting a solution within the next few months