Following significant competitive developments in the Hong Kong banking environment, BHK, one of the regions largest banks, undertook a major strategic change initiative in 1998. One of the key strands of this initiative was to transform the banks traditional branch structure into tailored financial service centers. Case A: charts the experience of a leading branch manager challenged to develop and pilot the process of reform in her own branch, with no additional resources or support. Case B: set two years later, focuses on internal problems, which have emerged as a direct result of the new changes.
The case highlights the conflicts of interest between various stakeholders within the branch structure, the two cases require students to consider the front-line implementation issues of a major strategic transformation and the processes required to facilitate change of this magnitude, from enhanced motivational systems and reward structures, to reengineered processes and procedures, and job redesign.
- AR2003
- RD0903
- STRATEGIC CHANGE
- RESTRUCTURING
- ASIA-PACIFIC
- HONG KONG
- JOB REDESIGN
- MOTIVATION
- EQUITY
- FAIRNESS
- AR0304