From cash desks to Agile: Expert Tatiana Stetskaia reveals the secrets of optimizing bank branches  

Over the past decade, over 30% of bank branches worldwide have closed. According to analyst reports, this trend is driven by the rise of digital technologies, the increasing popularity of online banking, and the declining demand for physical branches. In the UK, over 10,000 branches have closed since 2010, leaving fewer than 7,000 active locations. A similar trend is observed in other countries, where customers increasingly opt for digital interaction channels.

Experts suggest that over 70% of clients today prefer to resolve financial issues online, with approximately 40% ready to forgo visiting physical branches entirely. This presents new challenges for traditional banks, which must adapt to shifting client demands while maintaining competitiveness.

“We see how client needs are evolving, and banks are forced to balance cost optimization with quality service,” says Tatiana Stetskaia, Senior Vice President of Raiffeisenbank and an expert in implementing innovative solutions in the banking sector. “This challenge requires a non-standard approach.”

In line with this approach, Raiffeisenbank began seeking ways to optimize branch operations in 2019. One of the first steps involved opening a new branch in one of the CIS countries to pilot several innovative client-servicing approaches.

“When we launched this branch, our task wasn’t just to open another office but to create a model that would reduce operational expenses without compromising service quality,” explains Stetskaia, who led the project.

From experiment to systemic change 

Client flow analysis revealed that many visitors came to the branch for non-cash transactions. This observation formed the foundation for the Cashless Branch project, an entirely cashless office. The initiative eliminated cash handling, cash collection, and insurance costs, cutting monthly expenses by approximately $ 216,000.

The next step involved optimizing staff operations. In the traditional model, coordinators greeted clients at the entrance and handled simple tasks such as issuing certificates and bank cards, while controllers performed internal duties like auditing operations, scanning documents into archives, and reviewing bank cards.

This led to the Coordinator Controller project. “We decided to combine these roles after analyzing which controller tasks could be handled during periods of low client activity,” says Tatiana. “After additional training, coordinators began combining client reception with internal processes, such as card audits and document archiving. This not only optimized costs but also made the employees’ work more diverse and engaging.”

New management approaches 

Changes in branch operations also required revising team management methods. Initially developed for software development, Agile methodology focuses on flexibility, iterative progress, and team collaboration. In 2023, elements of Agile were adapted to the specifics of retail banking to address the unique challenges of branch operations.

Key adaptations included introducing regular retrospectives — monthly meetings where teams analyzed results, identified bottlenecks, and collaboratively adjusted plans. Unlike the traditional top-down management approach, employees were empowered to propose strategies for achieving goals, tailoring solutions to their tasks and client interactions. “When the team participates in planning, it boosts both motivation and the quality of task execution,” notes Tatiana. According to her, the Agile approach boosted service sales by 10–15% annually.

Once the effectiveness of these new approaches was proven, the bank’s leadership decided to scale them to other branches. By 2023, more than 40 branches adopted the new model. All new bank offices worldwide are now launched in a cashless format, and the Coordinator Controller system is introduced wherever client flow permits.

A critical element of the transformation was the employee development program. During the process, team members were given opportunities to acquire new competencies and advance their careers. “From the initial team, two became Premium Managers, one moved to Payroll Project Manager, and another was promoted to Senior Financial Expert,” shares Stetskaia.

Why Banking Innovations Worth Itself 

In times of rapid digital transformation, the role of physical bank branches is shifting from transactional hubs to strategic touchpoints, the expert suggests. Banks can transform their branches into adaptive and efficient components of a modern banking ecosystem by implementing cashless branches, streamlining workflows, and introducing innovative team management approaches.

“Optimization is not just about reducing costs,” emphasizes Tatiana. “It’s about building a system that empowers employees to thrive and delivers a seamless, forward-thinking experience for clients. Change, no matter how ambitious, becomes achievable when approached with clarity and precision.”

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