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Marathon Bank faces the challenge of moving away from its inherited public sector orientation towards a more dynamic private sector culture. The case describes the management team’s effort to develop teamwork within the bank. The objectives of the case are: (1) to make participants realise the need to go beyond management fads by observing how teamwork requires a favourable organisational culture; and (2) to discover ways of growing a team culture by examining what happened in Marathon Bank and discussing what further action could be taken by its leaders. An accompanying technical note ('Teamwork') provides an outline on the nature of teams as well as a literature review on human processes in groups.