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In an industry increasingly at the center of criticism and media attention because of sometimes unscrupulous and disrespectful behavior toward customers, the Banca Popolare di Sondrio case describes the history and development of a popular bank that has been able to develop a strong and original culture, capable of guiding its behavior and growth as strongly desired by its historic Chairman Melazzini.
The case illustrates the stages of the growth that took place in Italy and Switzerland, with the subsidiary “Suisse,” of a banking group that has made attention and respect for customers, certain values shared by the entire staff and strongly nurtured by its top management, the basis for a path of constant and prudent growth that has led it to occupy a prominent position in the Italian banking scene and to enter the list of banks supervised by the ECB.
Remarkably, the time devoted to patients has been increased, the management of drugs and other consumables has improved, and medical and surgical lines have been reorganized.
The results achieved involved improvements in both efficiency, staff satisfaction, and the quality of services provided to citizens.
The Lean model of ASL 10 has begun to spread to the Tuscany Region and other national ASLs, showing ample potential for future development.