A Large National Bank in the United States: An International Change Management Initiative

1. The Situation

• As part of the bank’s globalization initiative, the organization was launching of a new more strategic way of doing business. They needed help to design, develop and facilitate this launch for corporate senior managers and branch staff from across the United States.

2. The Approach

The project involved:

• Coordinating the input of subject matter experts in business process re-engineering, staffing technology and human resources to develop a cohesive change management initiative;
• ongoing negotiations to engage and build commitment to the project from a range of stakeholders with various agendas;
• design and development of training tools and written materials to support the initiative;
• working with corporate communications to develop and implement strategic communications that shared and enhanced the corporate vision, of which this project was a critical component;
• planning for ongoing implementation of the change initiative, including ensuring that stakeholders continued to be engaged and feedback was used for continuous improvement.

3. Results

This engagement involved coordinating input and information from widely dispersed staff within the bank, as well as other consultants from large national consulting firms who had been working on various aspects of the re-engineering project for some time before we were retained on this initiative.

While not having any formal power, we were challenged to use our influence and leadership expertise to create a cohesive group who were able to provide the information required to meet the project objectives within a very limited time frame.

The program received overwhelmingly positive and enthusiastic responses from both the client and program participants.