AbstractProductivity and service quality often suffer during periods of rapid organizational growth, but this has not been the case at NationsBank. While pursuing an aggressive acquisition strategy, the company has been able to control expenses and improve customer satisfaction through the systematic application of reengineering principles in five of its centers for international operations. What's more, by using a strongly participative and bottom‐up approach to reengineering, NationsBank has achieved consistent productivity and quality gains companywide, while remaining sensitive to the needs of employees and customers at every location.