Between 2007 and 2009, taxpayers paid $700 billion to bail out failing U.S. banks. The purpose of this single case study was to explore strategies that leaders of a successful U.S. bank used to identify efficiency changes occurring during the financial crisis. The target population of this study included 6 bank leaders located in San Bernardino, California, who occupied a managerial role in a successful U.S. bank during a financial crisis, had experience with the efficiency changes that occurred during a financial crisis, and developed and implemented strategies to identify efficiency changes that took place during a financial crisis. The conceptual framework for this study was the theory of economic efficiency. Data consisted of semistructured interviews, annual fiscal reports, and proxy statements. All interpretations of the data were subjected to member checking to ensure trustworthiness of interpretations. Yin's method of qualitative data analysis was adopted, which consisted of five sequential steps: compiling the data, disassembling the data, reassembling the data, interpreting the meaning of the data, and drawing conclusions from the data. Based on the methodological triangulation of the data collected, 3 of the main themes that emerged were management strategies, application of digital technology, and growth maximization and risky loan elimination. The implications for positive social change include the potential to avoid bank failures in the future, resulting in a stronger and more robust economy, thus sparing taxpayers the burden of bailing out failing banks.