Bank of Montreal 1999 Annual Report Download - page 7

Bank of Montreal Group of Companies 1999 Annual Report 5
Our Vision
The pages that follow provide more detailed infor-
mation about our progress and our plans. Suffice to
say that we have the structure, the leadership and
the strategies in place to recreate the “my bank” of
my memories
—
and update and improve upon
the original.
Our vision is to become the first Canadian-based
bank in the new millennium to finally get it right
with customers, and to become famous for that in
the eyes of the public.
“My bank” will be a bank where employees are
so well equipped to serve clients, and so well
motivated and rewarded for their work, that each
one takes full ownership of her or his role in
maximizing value.
“My bank” will be a bank where customer needs
are so well understood, and indeed anticipated, that
they are being met even before they are articulated.
“My bank” will be a bank that even cynics
and skeptics can acknowledge as a force for good
in the
community.
“My bank” will be a bank whose shareholders
are so delighted with their returns, and so proud
to be associated with such a highly regarded organi-
zation, that they too develop and display a personal
sense of ownership.
Our Competitive Advantage
While this vision may appear simple at first, it is in
fact a profoundly challenging undertaking. And, to
the leadership team at the Bank of Montreal Group
of Companies, one that overflows with opportunity.
When we truly get it right with colleagues,
clients, communities and shareholders instead of
just talking about it, we will have given ourselves
a powerful competitive advantage.
What will differentiate us will be employees
who are so finely attuned to the needs of clients, so
in touch with their reality, that they will personally
think of Bank of Montreal as “my bank,” just the
way I did back in the sixties.
What will differentiate us will be our relation-
ships with clients: enduring relationships, empathic
relationships, multi-faceted relationships.
Our Guiding Principle
There is a guiding principle that goes to the heart
of our new strategic direction, and it is this: in
order to get it right with clients, we must first get
it right among ourselves by ensuring that we have
the work environment and resources and leadership
we need to capture the hearts and minds of clients,
who will then reward us with more business and
word-of-mouth referrals. This in turn will produce
maximum value for our shareholders.
We are convinced that the only way we can
deliver on our financial commitment is by adopting
and pursuing this all-out people focus.
Commitment to Our Stakeholders
As we enter the new millennium, our commitment
to our stakeholders is that we will create a bank that
colleagues and clients alike will fondly refer to as
“my bank” —the one that enables clients to enjoy
today, achieve their goals for tomorrow and prepare
themselves financially for the future: a bank that
gets it right with its stakeholders.
Then, whatever happens in the world of financial
services —no matter what conditions sweep
through the marketplace or what new challenges
emerge —our organization will be prepared,
strategically and emotionally. Together, we will
build the best financial services organization
in North America.
With this final annual report of the 20th century
and my first message as C.E.O., I want to serve
notice to all interested parties —clients, competitors,
colleagues, the Canadian public and, of course,
our owners —that we will be the bank that
stands
apart, the “my bank” of my memories.
Thank you for your ongoing support.
Tony Comper (signed)
Chairman and
Chief Executive Officer