This study aims to evaluate the extent to which banks in Zambia are benefiting from revenue diversification activities. Research design/methodology – The study used a quantitative research approach based on secondary data from 12 of the 18 banks in Zambia. Data analysis was buttressed by the use of several techniques such as the Herfindahl-Hirschman Index to measure bank diversification, ZScore to measure bank income volatility/risk and risk adjusted returns on assets and equity to measure profitability. Findings – The study finds that, in Zambia, some banks do not enhance their profit performance by diversifying into non-interest activities. For other banks, diversification yields better profit performance in some years, but not always. The overall picture, however, is that diversification into non-interest income earning activities enhances the profit performance of banks. With respect to bank riskiness as measured by income volatility, the study finds that, in Zambia, some banks do not reduce their income volatility by diversifying into non-interest earning activities. For other banks, diversification reduces income volatility in some periods, but not others. The overall picture, however, is that the larger the bank is, the more non-interest income diversification reduces its income volatility. Limitations – Although the Central Bank provided financial data for all the 18 banks in the country, only data for 12 banks was usable. Data for six banks did not cover the whole ten-year study period and was unusable for the purposes of the study. This limited the actual sample size. Furthermore, to preserve confidentiality, the bank data provided was anonymised such that it was impossible to tell the geographical spread of the bank, the bank’s product or market strategy, or whether the bank was foreign or locally owned. This limited the scope of analysis. Recommendations – Given that in general bank profitability has declined as banks have become less diversified, the Bank of Zambia needs to closely monitor performance of banks and avoid imposing regulations that stifle bank innovation. And since diversification does not always result in enhanced bank performance, banks should consider the extent to which their business models support non-bank activities before making diversification decisions.