The purpose of this paper is to investigate the way in which banks take into account the transformation of both the substance of their activity and the framework governing it. This relates to the way they do (or do not) transform the organization of the production process when its substance significantly changes, as well as to the key factors governing their commercial and financial success. The underlying idea is that, for some banks, taking these mutations into account has resulted in changing the way they operate on the basis of “economics of discipline”. The first part of this article presents the main elements of the theory of organizational discipline. The aim is to present the conceptual tools used to analyze the disciplinary system of a bank. The second part of the article gives an example of a disciplinary system based on the study of a French regional bank
