25. Your bank believes it needs to locate your call center somewhere in Poland or India while it invests loads of money in new branches. They don’t realize most communication with clients is conducted through call centers.

26. Your bank watches closely what products and services rivals are developing rather than learning from other industries. Clients however think all banks are the same and hope Apple, Google or Amazon will open a bank at last.

27. Your bank thinks it knows best. External consultants and outsiders aren’t needed.

28. Your bank understands «client connection» with the construction of hurdles, which a bank switch would entail. Then they enthuse over high client loyalty.

29. Your bank only reveals its true intentions at shareholder meetings, where clients are rarely mentioned. Back in the office the bank is of course completely «customer orientated».

30. Your bank sets its salary and bonus policy like it has always done in key figures and incentives. Customer satisfaction or success don’t come into the equation.

31. Your bank continues to pay «market orientated» bonuses for «top talent» and justifies it with the usual «war of talents» excuse.

32. Your bank has learned from the financial crisis, but must still set aside billions to cover for these mistakes. Improved customer services are ignored.

33. Your bank justifies the mistakes made in the financial crisis and money laundering era by claiming the times were different then and all the banks made the same mistakes.