In 2026, every bank already possesses clearly defined strategies and strategic directions. However, when examining these strategies closely, one critical aspect remains difficult to see clearly: organizational capability—the ability to translate strategy into consistent, day-to-day actions across every touchpoint.
Digital transformation and the application of AI are accelerating—and will continue to accelerate—the pace of the market to a new level. Yet speed alone does not create competitive advantage when internal friction persists, such as: rigid processes combined with weak cross-functional coordination leading to slow responses, errors, and blame-shifting; numerous KPIs without corresponding behavioral change resulting in fatigue and low productivity; services that are “standardized” in principle but deliver inconsistent customer experiences depending on the counter or branch; and AI tools that exist but have not yet been transformed into genuine new working capabilities.
For this reason, Lead-UP’s R&D activities for the banking sector in 2026 follow a single guiding principle: not starting from “training courses,” but from “bottlenecks.” We assess operational performance, service experience, and management capability in practice; identify real operational constraints; and only then design programs aligned with four distinct workforce layers - Leadership, Middle Management, Frontline Staff, and Support Functions—to drive top-down, organization-wide transformation that can be measured through work outcomes.
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In 2026, Lead-UP Academy does not develop programs by simply “naming courses and offering them for sale.” Instead, Lead-UP conducts R&D as a structured cycle, beginning with real operational challenges within banks and subsequently “packaging” the findings into a coherent training portfolio.
1) What does Lead-UP R&D observe within banks?
Through surveys, implementation projects, and real-world benchmarking in the banking environment, Lead-UP focuses on four recurring groups of issues:
2) Lead-UP R&D conclusions and priorities for 2026
Lead-UP adopts an R&D direction centered on role-based capability standardization combined with transformation measurement (behavioral change, performance improvement, and experience enhancement). Accordingly, the 2026 program portfolio is structured around four workforce levels to ensure:

LEAD-UP ACADEMY TRAINING PROGRAM SYSTEM PROPOSED FOR 2026
(Dedicated to the Banking Sector)
I. Programs for SENIOR LEADERSHIP (Board of Directors – CEO – Directors / Heads)
|
No. |
Program Title |
Duration |
|
1 |
Leading with Influence: A 5-Level Leadership Transformation Workshop |
2 days |
|
2 |
Leadership Gold (Leadership Excellence – John Maxwell Certification Program) |
2 days |
|
3 |
Becoming a Person of Influence (John Maxwell Certification Program) |
2 days |
|
4 |
The Law of Success |
2 days |
|
5 |
Empowering Leadership: Transforming Managers into Effective Internal Coaches |
2 days |
|
6 |
Transforming Leadership: Coaching Strategies for Empowering Teams and Driving Performance |
2 days |
|
7 |
Customer Experience Strategy (CXM) & Standardizing Customer Experience Across the 6-Stage Journey |
2 days |
|
8 |
Inspirational Leadership |
2 days |
|
9 |
Operational Management in the New Context & Digital Transformation |
2 days |
|
10 |
Data Analysis & Decision-Making in Business Operations |
2 days |
|
11 |
Building Service Culture & Brand DNA |
2 days |
|
12 |
Applying AI in Management & Workforce Development |
2 days |
|
13 |
Crisis Management: Organizational-Level Communication Crises & Service Incidents |
2 days |
|
14 |
Transformational Leadership – Leading Change |
2 days |
|
15 |
Green Growth Strategy & Sustainable Development |
1 day |
II. Programs for MIDDLE MANAGEMENT
(Branch/Department Managers, Team Leaders)
|
No. |
Program Title |
Duration |
|
1 |
Lean Operations Management & Supervision |
2 days |
|
2 |
Coaching & Mentoring Employees (GROW – EDAC) |
2 days |
|
3 |
Conflict Resolution & Cross-Departmental Collaboration |
2 days |
|
4 |
Multi-Generational Management & Leading Gen Z |
1 day |
|
5 |
Effective Planning – Monitoring – Reporting |
1 day |
|
6 |
Performance Evaluation – KPI – SLA in Service Operations |
2 days |
|
7 |
Communication, Feedback & Handling Difficult Situations |
1 day |
|
8 |
Applying AI for Middle Management |
2 days |
|
9 |
Standardizing Management Competencies During Transformation |
2 days |
|
10 |
Work Management & Decision-Making Under High Pressure |
2 days |
|
11 |
Managing Multi-Generational Teams & Latent Conflicts |
2 days |
|
12 |
Customer Experience Management (CXM) |
2 days |
|
13 |
Leading Without Authority – Influence-Based Leadership |
2 days |
|
14 |
Train the Trainer – Internal Trainer Development |
3 days |
III. Programs for FRONTLINE CUSTOMER-FACING STAFF
(Tellers, Customer Service Officers, Relationship Managers, Call Center Agents)
|
No. |
Program Title |
Duration |
|
1 |
Standardizing Professional Service Mindset & Behavior |
2 days |
|
2 |
Rapport-Building Communication & Difficult Situation Handling |
1–2 days |
|
3 |
Complaint Handling & Service Recovery |
1 day |
|
4 |
Upselling & Cross-Selling in Service Environments |
2 days |
|
5 |
Cross-Departmental Coordination & Service Error Reduction |
2 days |
|
6 |
Emotional Regulation When Working with Customers |
1 day |
|
7 |
Applying AI to Customer Service & Operations |
2 days |
|
8 |
Internal Customer Service – When Colleagues Are Also “Customers” |
2 days |
|
9 |
Integrated Omnichannel Customer Care Skills |
2 days |
|
10 |
Rapport-Building Communication & End-to-End Customer Care |
2 days |
|
11 |
Personal Emotional Management in High-Pressure Service Environments |
1 day |
|
12 |
Negotiation & Multi-Style Persuasion Skills |
2 days |
|
13 |
Sales Skills & Effective Deal Closing |
2 days |
IV. Programs for OFFICE & SUPPORT FUNCTIONS
(Head Office, Operations, HR, Finance, IT, Legal, etc.)
|
No. |
Program Title |
Duration |
|
1 |
Internal Communication, Coordination & Internal Customer Service |
2 days |
|
2 |
Personal Work Management & Productivity |
1 day |
|
3 |
Reporting, Presentation & Data Handling Skills |
1 day |
|
4 |
Applying AI in Office Work |
2 days |
|
5 |
Service Mindset & Employee Experience (EX) |
1 day |
|
6 |
Work Coordination via Zalo, Email & Internal Collaboration Platforms |
1 day |
|
7 |
Effective Planning & Work Organization (AI-Integrated) |
2 days |
|
8 |
Professional Conduct, Discipline & Employee Image |
1 day |
Concluding the Spirit of Lead-UP’s R&D 2026 for Banking
The above portfolio is not a “menu of training courses.” It is a capability framework derived from Lead-UP’s R&D activities, enabling banks to select programs aligned with:
If your organization seeks to enhance workforce capability without falling into the trap of “training completed, impact forgotten,” take one simple step: contact Lead-UP Academy to schedule a rapid diagnostic assessment with our experts.
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Lead-UP Academy | Learn to Act – Act to Lead



This article is synthesized from the R&D initiatives of Lead-UP Academy and is intended for organizations seeking to transition from topic-based training to a systemic, capability-based development approach—one that is measurable, sustainable, and capable of generating real organizational transformation.
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