AbstractBanking was once considered among the most stable industries. But then came the 1980s, the savings and loan debacle, and the years of corporate downsizing and restructuring. Today, change is the name of the game in banking as it is in virtually every industry. Mergers, acquisitions, and restructurings continue to be headline news, particularly with the ascendancy of “megabanks” in many pans of the country.To position themselves for long‐term marketplace success, some banks, particularly smaller but highly profitable regional financial institutions, are getting smart. They're reinventing themselves in an effort to become more efficient, reduce work process redundancies, make strategic use of new technologies, and better meet‐and anticipate—the changing needs of their customers. But managing organization change is a complex process. It requires the careful alignment and “harmonizing” of internal organizational elements to be successful.This article details how Premier Bank of Louisiana (recently acquired by Banc One of Ohio) developed a successful formula for reengineering based on the strong, hands‐on championing of change by its CEO and an overall approach that focused on creating “cascading sponsorship” for change efforts inside the organization.