Founded over 100 years ago, the bank has over 370 branches located in central, western and south of Europe (Vakola et al 263). The bank has offered employment to over 6,800 people making it a huge enterprise. It provides a variety of services to its customers ranging from retail and corporate banking. In addition, it offers other activities such as insurance, leasing, asset management, factories and many other miscellaneous services. The bank operates in a competitive and a challenging environment; thus, the need to adopt changes is paramount. One major challenge that the bank is facing is competition from many banks that have merged and other public banks that have been privatized making them more competitive in customer services deliverance. Despite its good name in terms of competence, the bank is facing inefficiencies in its entire operation. The bank is suffering from lack of adequate customer focus, bureaucracy and resistance to change. In response to these inadequacies, the bank has launched a restructuring program which is aimed at improving its entire operation (Vakola et al 264). Pegasus, the name given to the restructuring program, is an innovative program whose objective is to meet the needs of the customers while at the same time meeting the employee’s expectations. Improved operations, better human resource system, service orientation and, a new corporate identity are some of the tools that the bank uses to achieve its goal. According to Torrington (202), though difficult, it is important for all businesses to break their cultures if their performances do not meet the needs of the most important person in business; the customer. This bank has realized that; the reason why it decided to reconstruct the customer services management so as to improve its productivity and efficiency. The restructuring of the program started with redefining the human resource management system (Vakola et al 267). This entails that individual employee focus facilitation was a key concept. To enhance that, the behavior of the employees, their knowledge and skills coupled with effective communication were analyzed. Similarly, employees’ involvement plays a significant role in reengineering of programs accordingly. Following an in depth analysis of the situation, the bank representatives thoroughly reviewed the situation and came up with a conclusion based on some strategic principles. The first principle was based on job descriptions and adoption of current practices so as to guarantee competence and survival of the program. Secondly, the framework contained a set of competency areas which allowed rapid adaptation of the model. The third principle emphasized that every position in all the branches, depending on required competencies, would develop their profile of competency. Each competency is required to indicate a detailed job related characteristics that are specific to that position. Finally, individual implementation of an individual profile based on job competency, behavioral and functional characteristics was considered. All these principles led to a competency framework with three distinct processes paramount in identification of the competences. These competencies are based on;