What are Mission Vision & Core Values of Old Second Company?

How does Old Second align purpose with performance?

The bank’s mission and vision guide every decision, blending community-focused service with regional banking strength. With about $5.8 billion in assets in early 2025, Old Second emphasizes relationship banking and disciplined growth to sustain value.

These principles underpin operations, risk choices, and customer focus, helping Old Second preserve local relevance while delivering a 4.62% net interest margin in H1 2025. Learn more via Old Second Porter's Five Forces Analysis

Old Second Company mission emphasizes relationship-based banking for Chicago-area individuals and businesses, blending local expertise with tailored CRE lending and wealth services to drive customer outcomes and shareholder value.

Customer Focus

Prioritizes personalized service for retail and commercial clients across Illinois; CRE loans exceed 40% of the loan book.

Shareholder Value

Targets strong financial efficiency; 2025 efficiency ratio aimed in the low 50% range to sustain returns.

Community Commitment

Supports local economic growth through community lending and tailored financial programs for Illinois residents.

Local Expertise

Relationship-driven credit decisions enable flexibility versus national banks, enhancing service quality and retention.

Wealth Services

Offers tax- and estate-focused advisory tailored to Illinois clients, reinforcing long-term client relationships.

Guiding Principles

Core values center on service, integrity, community and stewardship—defining Old Second Company core values and purpose.

Old Second Company mission connects customer-centric service, community support, and shareholder returns through relationship banking and local leadership; see a concise company history at Brief History of Old Second

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Vision: To lead Chicago-area community banking by perfecting the community bank model—customer-first service, strong employee engagement, and deep local commitment, targeting market leadership within key suburban counties.

Geographic Focus

The vision is explicitly regional, aiming at the Chicago suburbs rather than national expansion.

Service Excellence

Emphasizes superior customer service as the primary route to differentiation and growth.

Employee Engagement

Focuses on retention and development of experienced commercial lenders to sustain competitive advantage.

Strategic Consolidation

Growth through disciplined organic expansion and targeted acquisitions, evidenced by the West Suburban Bancorp integration.

Market Position

As of 2025, holds top-ten deposit market share in multiple Chicago suburban counties, supporting its premier-bank claim.

Realism vs. Aspiration

The vision is realistic and aspirational: grounded by recent consolidation, strong deposit market share, and high lender retention in 2025.

Vision analysis: The regional, aspirational goal aligns with the bank’s 2025 trajectory—integration-led growth, top-ten suburban deposit positions, and sustained employee retention—making the vision both credible and motivating.

Keywords: Old Second Company vision; Old Second Company mission; Old Second Company core values; Old Second Company company culture; Old Second Company purpose.

Read more context in Mission, Vision & Core Values of Old Second

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Old Second Company core values guide every decision, shaping a culture of trust, service and measurable community impact. These principles underpin the company's mission and vision and drive how it serves customers and local economies.

Integrity

All financial dealings follow strict ethical standards with transparent fees and conservative risk management; allowance for credit losses remained near 1.18 percent of total loans through mid-2025.

Excellence

Pursuit of superior performance in operations and customer service; 2025 technology upgrades cut mortgage closing times by 15 percent, improving client experience and efficiency.

Community

Commitment to local reinvestment through CRA programs, channeling over $10 million into affordable housing and small business grants across Kane, Cook and DuPage counties in the last fiscal cycle.

Relationships

Focus on long-term client partnerships rather than volume; roughly 65 percent of new commercial business originates from referrals, supporting high deposit retention rates.

Explore how the Old Second Company mission and Old Second Company vision shape strategic decisions and growth initiatives in the next chapter — read on to see specific examples and outcomes. Target Market of Old Second

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The mission and vision shape strategic decisions by prioritizing community-focused stability over aggressive expansion, guiding capital allocation, risk posture, and product focus. These statements drive measurable targets and operational choices across the bank’s footprint.

Mission, Vision & Core Values Overview

The company's mission emphasizes delivering stable financial solutions to local communities; the vision focuses on sustaining a premier community bank role.

• The mission prioritizes deposit stability and customer trust
• The vision targets leadership in community banking within the Chicago market
• Core values center on integrity, service, and long-term value creation
• Strategic decisions reflect conservative capital allocation and measured growth

Deposit Strategy

Maintaining core deposits near $4.9 billion in 2025 demonstrates commitment to low-cost, stable funding aligned with the mission.

Loan Discipline

Fixed-rate loan discipline during 2024–2025 interest volatility protected long-term shareholder value per the bank’s vision.

Financial Metrics

Success is measured by a high NIM and ROAA consistently above 1.50%, reflecting mission-driven profitability.

Market Focus

Concentrating on the Chicago market supports the vision of deep community ties and more stable returns than non-core expansion.

Leadership Alignment

Executives describe the fortress balance sheet as a direct outcome of adherence to community-centric mission and vision.

Stakeholder Communication

Investor calls and disclosures link strategic choices to guiding principles and measurable financial targets.

The mission and vision inform capital allocation, product discipline, and community engagement—read the next chapter on Core Improvements to Company's Mission and Vision to see actionable changes and metrics.

Influence: The mission and vision are primary catalysts for Old Second’s strategy, driving a focus on core deposits (~$4.9 billion in 2025), fixed-rate loan discipline during 2024–2025, and leadership statements linking the fortress balance sheet to community-centric goals. Performance is tracked via high NIM and ROAA above 1.50%, evidencing that this strategic vision yields more stable returns than non-core expansion. See further operational and model context in Revenue Streams & Business Model of Old Second

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Four targeted improvements can modernize Old Second Company mission and vision to reflect 2025 market realities while preserving community banking strengths. These changes prioritize digital transformation, environmental sustainability, and measurable customer and employee outcomes.

Embed explicit sustainability commitment

Update the Old Second Company mission to include a clear ESG pledge, for example: 'To provide innovative and sustainable financial solutions', aligning with investor demand where over 80% of retail investors in 2024 considered ESG in decisions.

Prioritize digital leadership in the vision

Expand the Old Second Company vision to state leadership in digital services and omnichannel banking, reflecting that fintechs captured ~12–15% market share in consumer deposits by 2024 across key U.S. metros.

Quantify customer and community outcomes

Add measurable targets to Old Second Company core values, such as Net Promoter Score goals or community lending percentage, noting community banks held ~30% of small-business lending in 2023.

Embed innovation and employee development

Include commitments to AI-driven personal financial tools and employee upskilling in the Old Second Company mission to support retention, as banks reporting formal reskilling saw turnover drop by ~10%.

Improvements: While the current mission and vision are effective, they could be strengthened by incorporating explicit language regarding digital transformation and environmental sustainability; industry best practices in 2025 show competitors increasingly integrate ESG into their core identities. A refinement such as 'To provide innovative and sustainable financial solutions' would better align with current market conditions where both retail and institutional investors prioritize socially responsible banking; the vision should add 'digital leadership' alongside 'customer service excellence' to address evolving consumer behavior and fintech competition, allowing adoption of AI-driven personal financial management while retaining community focus — see Growth Strategy of Old Second.