The liberalisation of the financial sector has seen the proliferation of many foreign banks operating in Ghana. With their sophisticated tools and technology, many corporate banks are exited and some adopted strategies to reposition themselves in order to cope with this competition. The formal financial sector in Ghana is made up of about twenty-seven (27) banks such as commercial, merchant and development banks operating about four hundred (400) branches. In contention with these banks are the rural community banks, savings and loan companies and non-bank financial institutions. Among the twenty-seven banks are two corporate (state-owned) banks. The research attempts to determine the areas affected and the strategies adopted by corporate (state-owned) banks in their restructuring program. Agricultural Development Bank, Ghana (ADB) was used as a case for the study. Both probability and non-probability sampling techniques such as purposive and simple random samplings were employed for the selection of the population for the study. There was a combination of the use of primary and secondary sourced data such as questionnaire and interview, and bank’s annual reports respectively for the collection of data for presentation analysis.The findings of the research depicted that additional branches were established to position the bank closer to the customers. There was no layoff in the restructuring but new personnel with expertise were employed to augment the existing workers. It also gave birth to new and innovative banking products and services which could help to capture more customers. The following strategies were adopted during the restructuring by the bank; outsourcing, virtualization and re-engineering
Keywords: Corporate, Operational areas, Strategies.
