Spawned by the protracted amalgamation of dozens of non-profit making Trustees Savings Banks, the TSB group became a " for profit " institution when it floated on the London Stock Exchange in 1986.

In 1989, the new Chief Executive of TSB Group's retail bank, Peter Ellwood, launched a massive reorganisation of the bank's operations that resulted in the Bank's operating profit more than doubling over a period of two years.

In 1989, the new Chief Executive of TSB Group's retail bank, Peter Ellwood, launched a massive reorganisation of the bank's operations that resulted in the Bank's operating profit more than doubling over a period of two years. The cornerstone of this effort was the "branch network redesign" project, a "process reengineering" effort conducted before the term BPR became fashionable.

After leading a successful rationalisation effort peter Ellwood, now Chief Executive of TSB's Retail Banking and Insurance unit, moved to the second phase of the bank's transformation process. Following two years of intense downsizing, this second phase (1992-1995) aimed at generating more sustainable sources of continued profit growth.

Lee Coker believes he must monitor and supervise weaker performers more intensely than managers he perceives to be superior performers. The case describes Lee’s theory on this issue, Lee’s behaviour (as seen by both himself and his subordinates), and his subordinates’ reactions.