Commercial banks: organizational structural transformations

The processes of formation and the current state of the organizational structure of management of modern large network commercial banks in the Russian Federation, in particular, regarding their regional network are considered. Cause - effect relationships of the ongoing transformations, the position of the regulator are analyzed. The change in the «landscape» of banking structures in the regions of the country is stated. Full-blooded business units - branches were replaced by ISDs (internal structural divisions), often small in number and usually without the rights to implement the necessary business functions. Divisional regional management structures are no longer used, they were replaced by linear-functional structures, with a rigid centralization of functionality. ISDs have been turned into «points of sale» that are unable to carry out full-fledged banking business activities. They do not really participate in the processes of lending and financing the real sector of the economy in the regions. All processes of review, analysis, assessment and decision-making are carried out far outside the region, being centralized along with other functions and transferred to Centers, which are often located not in capital cities, but in less cost-intensive cities. This slows down the speed and reduces the quality of financing for enterprises in the region. Due to their status, the ISDs are not under the control of the local structures of the Central Bank of the Russian Federation and, in fact, do not contact them. The communicative environment of the banking communities of the regions is disappearing. Young people striving for professional career growth in the financial and banking sector leave the regions for the capital cities. To change the current situation, improve the quality of financing of the real sector of the regional economy, maintain and develop the level of professional training of young specialists for the financial and banking sector and stop their outflow from the regions, a certain reconstruction of the organizational structures of commercial banks is necessary with the redistribution of part of the business functionality closer to the consumers of banking services and a reduction in the cost of maintaining an excessive staff in head offices. For example, the foundation of matrix structure, including experts with different degrees of hierarchy and functional, and delegating of business solutions’ authority for active operations to them, in definite region, within the set limits.