Identification and Management of the Portfolio of Operational Programs for the Bank’s Strategic Objectives with an Emphasis on Digital Transformation and Human Resource Development: A Case Study of the Industry and Mine Bank
Keywords:
Portfolio management of operational programs, strategic objectives, digital transformation, human resource development, Industry and Mine BankAbstract
In the era of globalization and digital transformation, competition in the banking sector has intensified, and organizational success requires effective management of the current situation, strengths and weaknesses, and readiness to confront emerging threats. The present study was conducted with the aim of identifying and managing the portfolio of operational programs associated with the bank’s strategic objectives and enhancing human resource development and digital transformation in the Industry and Mine Bank. Methodologically, this research is applied, mixed-methods, survey-based, and descriptive–analytical. In the qualitative phase, using meta-analysis of data, the components related to operational programs and strategic objectives were identified, and for screening purposes, a questionnaire was administered to 30 experts of the bank. The results indicate that 14 operational programs—including improving the provision of customer services, increasing the speed and quality of services, managing credit facilities and liquidity, assessing risk and alternative investments, and training human resources in line with digital transformations—were identified. Moreover, 12 strategic objectives were identified, including the development of financial resources, establishing corporate governance, operationalizing digital banking, improving employee satisfaction and readiness for implementing new strategies, enhancing productivity and organizational agility, innovation in products and services, and value creation for stakeholders. The findings offer practical guidance for managing the alignment of operational programs with the strategic objectives of banks and for strengthening digital capabilities and employee development.
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Copyright (c) 2024 Naser Ansarinejad, Hassan Amiri, Farzaneh Bigzadeh (Author)
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