Who remains indispensable in a bank undergoing transformation?

The past few years have profoundly changed the organizational architecture of banks. We are not talking only about digitalization, AI, or automation, but about a much quieter and deeper transformation: the flattening of structures, the compression of hierarchies, and increasing pressure on every role that remains in the organization.

 

The recent report published by McKinsey & Company, Why precision, not heft, defines the future of banking, states clearly: the future of banking does not belong to institutions that are “large” in volume, but to those that are precise, able to allocate the right resources, in the right places, with the right people.

 

This shift has a direct impact on people, especially those in middle and senior management, who are discovering that apparent stability can hide real vulnerability.

 

From “more” to “more relevant”

 

For decades, growth in banking meant expansion: more branches, more hierarchical layers, more support functions, more coordination roles.

 

Today, the model is reversing.

 

According to McKinsey, top banks are reducing structural complexity by up to 30–40%, focusing on roles with direct impact on performance, faster decision-making, clear and assumed accountability, and real ownership.

 

Put simply: it no longer matters how many people report to you, but what decisions you can make and what results you generate.

 

This is one of the most difficult transitions for experienced professionals, many of whom were shaped in systems that rewarded stability, continuity, and loyalty.

 

Who becomes vulnerable in a “lean” structure?

 

From executive search projects and from the aggregated data in the Antal International Europe Hiring Report 2025, several clear patterns emerge.

 

Those who become vulnerable are not weak people, but very good professionals who are difficult to position strategically.

 

The Antal report, based on over 10,000 respondents from more than 35 countries, shows that:

• over 55% of senior professionals feel their role is becoming more operational rather than strategic;
• 48% are no longer truly involved in decisions that define direction;
• only 1 in 5 believe their organization is actively investing in recalibrating their role in the medium term.

 

These people do not leave immediately, but professional erosion begins.

 

The illusion of indispensability

 

A dangerous paradox often appears in banking: indispensability.

 

There are leaders who know the systems, know the people, keep things under control, resolve crises. Organizations rely on them, get used to them, and without realizing it, “lock” them into the role.

 

McKinsey explicitly warns about this phenomenon: in organizations that do not rethink senior roles, the best people become the hardest to move, and their stagnation affects innovation and adaptability.

 

Indispensable does not mean untouchable. Sometimes it means no longer being visible for the next level.

 

What kind of leader truly matters now?

 

In a leaner banking structure, leaders who matter have four key characteristics:

1. Strategic clarity
   They do not just execute decisions, but understand the “why” behind them. They can explain direction, not just implement it.

2. Cross-functional influence
   It is no longer enough to lead “your own team.” What matters is how well you collaborate across risk, compliance, IT, business, and finance.
3. Real adaptability, not declarative adaptability
   McKinsey highlights those leaders who succeed in lean structures are those who can rapidly change priorities without losing credibility.
4. Ownership of outcomes, not of titles
   Titles change. Roles are redesigned. What remains is the ability to deliver measurable value.

 

What can candidates do to remain relevant?

 

In a market that no longer automatically rewards seniority, which many confuse with loyalty, positioning becomes a critical skill.

 

Several concrete directions observed among leaders who succeed:

• Moving beyond a strictly functional role
  A Head of Risk who understands the business. A CFO who can speak about strategy. An audit leader who understands technology.
• Regional or international exposure
  Banks increasingly look for people who can operate across borders. Advanced English or an Executive MBA is no longer just a differentiator, but a minimum requirement.
• Assumed professional visibility
  This is not about aggressive self-promotion, but about clarity: what you have built, what you have changed, what impact you have had. These elements must be articulated clearly, both internally and externally.
• Openness to lateral moves
  In many cases, the step forward is not vertical, but lateral, into an area with greater strategic potential.

 

The message for companies: performance comes from people, not roles

 

Companies that manage to maintain performance in volatile contexts are those that:

• discuss direction openly with their leaders;

• redesign roles, not just reduce them;
• invest in recalibration, not just replacement.

 

In executive search, we see increasingly clearly that the problem is not a lack of candidates, but a lack of organizational clarity about what is truly needed.

 

Conclusion

 

In the future of banking, leaner in structure, it will not be the loudest, the oldest, or the most compliant who matter.

 

It will be those who can think strategically, make decisions in ambiguity, influence without formal authority, and build trust while delivering expected results.

 

For candidates, this is a moment of repositioning. For companies, it is a moment of maturity.

And for both, the right partnership makes the difference.

 

Let’s talk

 

If you are a senior leader who feels your role needs recalibration to remain relevant in a changing structure, or if you represent an organization seeking leaders with real impact, not just impressive CVs, you can contact me here:

 

[email protected]
+40 721 264 477

 

https://www.antal.com/recruitment/romania-bucharest-sb

 

I work daily with leaders and organizations that are not looking for “more,” but for more precision.