RBS And Natwest Brands

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During the integration process both RBS and NatWest portfolios of brands were clustered into 8 main business units that were focused on own customer segment. Some of the brands were not involved into the RBS-NatWest combination but nevertheless they experienced own independent acquisitions. Creation of common “manufacturing” division, entering into a new geography, retaining and opening new branches enabled RBS to deliver both ongoing business performance and implementation of integration activities.
After acquisition the structure of RBS involved more mechanistic features of an organizational form rather than organic ones (Burnes & Stalker, 1961). RBS had centralized decision-making led by Goodwin authority (Martin & Gollan, 2012). Senior