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Reflecting upon the bank''s performance over the last two years of his tenure, the CEO was pleased with the progress so far, particularly on the domestic side of the business. However, many international strategic opportunities remained to be addressed. What should the bank be doing in the US and with its US subsidiary, the Harris Bank? As the investment banking business goes global, what should the bank do with its Canadian presence through its Nesbitt Thompson subsidiary. Furthermore, the bank''s traditional corporate banking business was increasingly competing with investment bankers for the corporate and institutional business. The CEO felt that incremental change would not suffice. He wanted to present the employees of the bank with a challenge - a vision of the future they could help create and that would help guide the organization''s change process. (Two supplements to this case are available and address specific bank divisions - Bank of Montreal (B1): A North American Personal and Commercial Financial Services Strategy, case 9A95M013, and Bank of Montreal (B2): A North American Corporate and Institutional Financial Services, Investment Bank Strategy, case 9A98M013.)