Although correct and rigorous in determining strategic direction, the bank has traditionally been highly opportunistic in determining what markets it will emphasize. This has caused the bank to change strategic direction and add or abandon product sets and even customer groups. The result has been an organization which, although profitable, doesn't seem to have a loyal customer base or clear image of itself. This not only creates a constantly shifting client base but employee turnover as well. Not sure if one should characterize this as organizational flexibility or instability. There used to be a loyal Cincinnati based employee and customer cadre. I don't believe this is the case any more as shifting customer preferences on the part of the Bank have caused customer turnover and the expansion of the Bank into nationwide markets with replacement of Cincinnati or at least midwest regional bank oriented senior management with megabank (BoA) senior managers, who have detached it from its midwestern orientation.
The internal procedural correctness of the organization, much of which is mandated by new bank regulation, has resulted in a highly bureaucratic and slow decision making process which slows down everything from making small internal changes, to hiring, to credit decisions.
Fifth Third may be a good place to learn. I question if it is a good place to make a career, although that is a good question about almost any corporate employer these days which opportunistically manages from quarter to quarter and year to year without a vision of what it is or what it strives to be.
