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INTERNAL VERIFICATION – ASSIGNMENT BRIEF

Programme title Pearson BTEC Level 07 Diploma in Strategic Management and Leadership

Internal
Assessors Dilini Edrisinghe
Verifiers

Unit Unit 02: Strategic Change Management

Assignment title Strategic Change Management Report

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 ASSIGNMENT BRIEF

BTEC Level 7 Diploma in Strategic Management and Leadership

Qualification Unit number and title

Pearson BTEC Level 7 Professional

Qualifications in Strategic Management and Unit 2: Strategic Change Management
Leadership

Student name Assessor name

Anandarajah Sarujan
Dilini Edirisinghe

Date issued Completion date Submitted on

01-08-2023 08-08-2023
18-03-2023

Assignment title Strategic Change Management

Learner declaration

I certify that the work submitted for this assignment is my own and research sources are fully acknowledged.

Learner signature: Date:01-08-2023

 Assignment brief
Unit number and title Unit 2: Strategic Change Management

Pearson BTEC Level 7 Professional Qualifications in Strategic

Qualification
Management and Leadership

Start date 18-03-2023

Deadline/hand-in 08-08-2023

Assessor Dilini Edirisinghe

Assignment title Strategic Change Management

Purpose of this assignment

This assignment would enable the learner to build an understanding and appreciation of contemporary and
seminal theories, concepts and models, learners will examine the role of leaders and managers as strategic
agents for change in a chosen organizational context taking change types and change choices in to
consideration. It is encouraged that the relevant assessment criteria be addressed in relation to the
organisation you currently working for or an organisation that you have knowledge of.

Note: Though it is not compulsory, learners are encouraged to select different organizations when addressing
different units of the programme as it will expose the learner for organizational mechanisms in varying
organizational contexts.

Scenario

The assignment will be ideally based on the learners’ own workplaces/job role and require you to undertake
in-depth research into an organisation. To address each section of the assignment, you are to select, ideally the
organization you work for, or any another organisation you may be familiar with. It would be useful for you
to choose an organisation that is operating in an environment that requires it to refocus its change strategy.

Section “A” (LO A, LO B, LO C and AC A.1, A.2, A.3, A.4, B.1, B.2, B.3, C.1, C.2, C.3, C.4)

Consider that you have been recruited as a Business Analysis in the chosen organization and you are tasked
to present a written report to the board of directors under the title of “Role of leadership in strategic
organisational change”.
 You are required to identify the concepts of strategic change management, different perspective on change
and formulate a suitable change management strategy for a chosen organizational scenario. You are required
to demonstrate understanding on seminal theories, concepts and models related to strategic change
management with proper evaluation and identify the role of leaders and managers in change context.

You need to provide a review on different types of organizational changes and their effect on change choices.
You are expected to understand and explain the change from different organisational culture and
organisational learning perspectives. Further, you are required to conduct a situational analysis to find the
effect of internal and external factors on chosen organizational change which the answer is then need to be
elaborated by explaining the involvement of change leaders in change design.

You need strengthen the answer by applying the knowledge of enabling organizational change through
suitable initiatives and analysing the importance of employee engagement.
Your report should have following areas addressed in the light of
the selected organisation

▪ Critically examine current and seminal theories, concepts and models related to strategic
change management (A1)
▪ Critically discuss the role of leaders and managers as agents for change(A2)
▪ Analyse types and styles of organisational change (A3)
▪ Critically discuss how change context affects change choices for the selected organisation (A4)
▪ Discuss change from an organisational culture perspective (B1)
▪ Discuss change from a power and politics perspective (B2)
▪ Discuss change from an organisational learning perspective (B3)
▪ Analyse the internal and external environments which influence organisational change (C1)
▪ Discuss, in consultation with others, how change transition is designed by strategic leaders and
managers (C2)
▪ Critically evaluate ways in which strategic management enabled the conditions for
organisational change in a given context (C3)
▪ Evaluate the importance of employee engagement to organisational change (C4)
▪ List of references
Section B (LO D AC D.1, D.2)

You are now required deliver a presentation by designing a suitable change strategy and
justify the chosen change strategy for the organization you have selected in section “A”
in the form of a “Plan for successful strategic change”. You need to produce a suitable
strategic plan inclusive of following: a change management timeline, a clear roadmap
towards the change, insights on change requirement, a plan for supporting employees,
a mechanism for monitoring and measuring change objectives linking leadership
requirement in the change process. The justification should be supported by setting
SMART change objectives, establishing reasons for detail strategic steps followed,
provide supporting evidence, and define clear responsibilities.

The structure of the of the presentation should ideally include following areas:
▪ An introduction to the chosen organisation
▪ Description on the organisational change context
▪ Examine an approach to enabling successful change (D1)
▪ Produce justified change management strategy for an organisation (D2)
▪ List of references
 Evidence Evidence
Summary of evidence required by student
checklist presented
The report
Report format- Please provide a referencing list using Harvard referencing has
Section system. The recommended word limit isminimum 4,500 words for each of the presented
and fulfilled
“A” sections though you would not be penalized for exceeding word count. all required
evidence
relevant to
assessment
criteria which
are being
addressed
under
learning
outcomes A,
B & C.

The submission of section B should be a 15-minutes individual PowerPoint

presentation (05 minutes allocated for questions). The presentation slides
and speaker notes should be submitted as one copy. The
presentation
You are required to make effective use of signposting (numbered PowerPoint
has
headings, bullet points and subsections) in- text referencing as appropriate. presented
and fulfilled
Your research should be referenced using the Harvard referencing system.
all required
Please also provide a reference list using the Harvard referencing system. The evidence
relevant to
Section learner should provide speaker notes along with presentation slides with
assessment
“B” recommended word count of 750-1500, although you will not be penalized criteria which
are being
for exceeding the total word limit.
addressed
under
learning
outcome D.

General guidance about assessment evidence

Primary and/or secondary research evidence findings must be appropriately referenced

within the essay and research evidence attached as annexes.

Students must submit a signed declaration that the work submitted is their own – see
the ‘Learner declaration’ box on page 2 of this assignment.

Note to assessor.

Section A could be completed in 1 phase, assessed and returned to the student

with summative feedback and Section B in another phase.
 Assignment Summary
Assessment Summary - Criteria and Summative Feedback

Achieved
In this assessment you will
LO Outcome(s) AC Yes/No Feedback
have the opportunity to Section
(Indicate
present evidence that shows
page
you are able to:
numbers)
Critically examine current YES
Understand the Pg No.16-21
and seminal theories,
A.1
concept of strategic
concepts and models related A
change
to strategic change.
A management in an
Management
organizational l Critically discuss the role of YES
A.2 leaders Pg No.23-27
context A
and managers as agents for
change
analyze types and styles of YES
A.3 Pg No.27-30
organizational change A
Critically discuss how change YES
A.4 context Pg No.31-32
A
affects change choices
Discuss change from an YES
Understand B.1 Pg No.35-38
organizational culture perspective A
different
B Discuss change from a power and YES
perspectives on B.2 Pg No.38-40
politics perspective A
change
Discuss change from an YES
B.3 Pg No.41-43
organizational learning A
perspective
 analyze the internal and YES
C.1 Pg No.44-47
external environments which
Prepare change influence organizational A

management change
strategy in a given Discuss, in consultation with YES
C C.2 Pg No.48-49
organizational others, how change transition is
context designed by strategic leaders
A

and managers
Critically evaluate ways in YES
Pg No.50-52
which strategic management
C.3
enabled the conditions for A
organizational change.
in a given context
Evaluate the importance of YES
C.4 employee Pg No.52-55
engagement to organizational A
change
Be able to design a Examine an approach to enabling YES
D.1 Pg No.67-70
change management successful change B
D strategy YES
Produce justified change Pg No.71-76
D.2 management strategy for an
B
organization
 Assessment Feedback

Formative Feedback: Assessor to Student

Action Plan

Summative feedback

Feedback: Student to Assessor

Thank you to the lecturer who have taught me lot to complete this assignment before the deadline.
I’m happy that, I did my level best to fulfill all the required criteria to pass this assignment

Assessor signature Dilini Edirisinghe Date

Student signature Date

01-08-2023
 SECTION A
ROLE OF LEADERSHIP IN STRATEGIC ORGANIZATIONAL
CHANGE OF HATTON NATIONAL BANK PLC
Table of Contents
ROLE OF LEADERSHIP IN STRATEGIC ORGANIZATIONAL CHANGE OF HATTON NATIONAL
BANK PLC ...................................................................................................................................... 9
Overview of the given organization and the industry sector it is situated in. .......................... 13
Critically examine current and seminal theories, concepts, models related to strategic Change
Management (A.1) ..................................................................................................................... 15
Models of Strategic Change Management: .............................................................................................. 15
Organizational Structure change in HNB (ADKAR) ................................................................................... 18
1.1.4 Nudge Theory................................................................................................................................. 19
1.1.5 Kotter’s change management theory .............................................................................................. 20

Critically discuss the role of leaders and managers as an agent for change (A.2) .................... 22
IT GOVERNANCE ....................................................................................................................................... 23
Advantages of Digital Banking: ................................................................................................................. 24
Disadvantages of Digital Banking:............................................................................................................. 25
Suggestion................................................................................................................................................. 25

Analyze types and styles of organizational change in the Selected Organization (A.3) ............ 26
1. Strategic change.................................................................................................................................... 26
2. People-centric organizational change .................................................................................................. 27
3. Structural change .................................................................................................................................. 27
4. Technological change............................................................................................................................ 28
5. Unplanned change ................................................................................................................................ 29

Critically discuss how change context affects change choices for the selected organization
(A4) ............................................................................................................................................. 30
1.4.1 Change Situation: Digital Transformation (Scope, Capability, Readiness, Culture)......................... 31

Discuss change from an organizational culture perspective (B1).............................................. 34

2.1.1 Change from an Organizational Culture Perspective in HNB PLC:................................................... 34
2.1.2 Informal Organization and Organizational Culture: ........................................................................ 34
2.1.3 Change Challenges to Culture:......................................................................................................... 34
2.1.4 Lack of empowerment: .................................................................................................................... 35
2.1.5 Role of Leaders and Managers: ....................................................................................................... 35
2.1.6 External Reality and Interpretation: ................................................................................................ 35
2.1.7 Competing Subcultures and Identities: ........................................................................................... 36
2.1.8 The Evolving Influence of Cultural Diversity: ................................................................................... 36

Discuss change from power and politics perspectives (B.2) ..................................................... 37

2.2.1 Change from a Power and Politics Perspective in HNB PLC: ........................................................... 37
2.2.2 Power Culture Perspective: ............................................................................................................. 37
2.2.3 Legitimate Power: ............................................................................................................................ 37
2.2.4 Expert Power: .................................................................................................................................. 37
2.2.5 Reward Power:................................................................................................................................. 37
2.2.6 Information Power:.......................................................................................................................... 37
2.2.7 Coercive Power: ............................................................................................................................... 37
2.2.8 Political Perspective: ........................................................................................................................ 38
2.2.9 Political Pyramid: ............................................................................................................................. 38
2.2.10 Political Interventions: ................................................................................................................... 38
2.2.11 Resistance and Barriers: ................................................................................................................ 38
2.2.12 Scarcity and Competition:.............................................................................................................. 38
2.2.13 Existence of Constituencies: .......................................................................................................... 38

Discuss change from an organisational learning perspective (B3) ............................................ 40

2.3.2 Characteristics of a Learning Organisation: ..................................................................................... 40
2.3.3 Dynamics of Organisational Learning: ............................................................................................. 41

Analyze the internal and external environments which influence organizational change in the
selected Organization (C.1) ........................................................................................................ 43
3.1.1 STEEPLE Analysis: ............................................................................................................................. 43
3.1.2 SWOT Analysis: ................................................................................................................................ 44
3.1.3 Stakeholder Analysis: ....................................................................................................................... 45

Discuss, in consultation with others, how change transition is designed by strategic leaders
and managers (C2) ..................................................................................................................... 47
3.2.1 Alternative Visions/Missions: .......................................................................................................... 47
3.2.2 Individual and Organizational Transitions: ...................................................................................... 47
3.2.3 Mobilizing for Change: ..................................................................................................................... 47
3.2.7 Resource and Activity Alignment: .................................................................................................... 48

Critically evaluate ways in which strategic management enabled the conditions for
organizational change in a given context (C3) ........................................................................... 49
3.3.1 Role of Senior Management: ........................................................................................................... 49
3.3.2 Middle Management as Change Intermediaries: ............................................................................ 49
3.3.3 HRM's Role in Organizational Change: ............................................................................................ 49
3.3.4 Methods of Diagnosing Resistance to Change: ............................................................................... 50
3.3.5 Dealing with Resistance to Change:................................................................................................. 50

Evaluate the importance of employee engagement to organizational change (C4)................. 51

3.4.1 Employee Voice: .............................................................................................................................. 51
3.4.2 Developing Trust: ............................................................................................................................. 51
3.4.4 Organisational Justice: ..................................................................................................................... 52
3.4.5 Rethinking Resistance: ..................................................................................................................... 52
3.4.6 The Psychological Contract: ............................................................................................................. 53
3.4.7 Employee Support, Coaching, and Mentoring:................................................................................ 53
3.4.8 Emotional Challenges: ..................................................................................................................... 53

Conclusion .................................................................................................................................. 54
List of references........................................................................................................................ 56
SECTION B .................................................................................................................................. 59
PLAN FOR SUCCESSFUL CHANGE STRATEGIC TO HATTON NATIONAL BANK PLC ..................... 59
59
An Introduction to the Chosen Organization............................................................................. 60
Introduction to HNB PLC: .......................................................................................................................... 60
.................................................................................................................................................................. 60
The Change Plan at HNB PLC: ................................................................................................................... 61

Description on the Organizational Change ................................................................................ 63

.................................................................................................................................................... 63
Key Components of the Change Plan: ...................................................................................................... 63
Expected Outcomes: ................................................................................................................................. 64

Examine an approach to enabling Successful change(D1) ........................................................ 65

Change Plan for Enabling Successful Change in HNB PLC:........................................................................ 65

Produce justified change management strategy for an organisation (D2) ............................... 69

Change Management Strategy for HNB PLC: Transition towards a Digital Banking Ecosystem .............. 69
Strategic Steps for the Change: ................................................................................................................ 70
Supporting Evidence: ................................................................................................................................ 71
Actions to Take: ........................................................................................................................................ 71

Conclusion .................................................................................................................................. 74
.................................................................................................................................................... 75
References ................................................................................................................................. 76
Book .......................................................................................................................................................... 76
Journal Article: .......................................................................................................................................... 76
Website: .................................................................................................................................................... 76
Conference Paper: .................................................................................................................................... 76
Chapter in Edited Book: ............................................................................................................................ 76
Overview of the given organization and the industry sector it is situated in.

In 1888 the hill station of Hatton saw the genesis of the bank, the first of its kind within the
burgeoning tea plantations of the then Ceylon. Aptly named Hatton Bank, this bank became
the lifeline to the thousands of plantations workers.

Hatton National Bank is a premier private sector Commercial Bank operating in Sri Lanka
with 251 branches spread across the island. The bank has been internationally recognized by the
Asian Banker Magazine as the “Best Retail Bank in Sri Lanka” on ten occasions from 2007 to
2017.

The Banker Magazine of the UK named HNB as the Bank of the Year in 2012,2013, and 2017.
HNB

is also placed among The Banker’s Top 1000 banks in the world. HNB is actively involved in
retail banking, corporate banking, international banking, treasury, and project ¬financing. HNB
is actively involved in retail.

banking, corporate banking, international banking, treasury, and project ¬financing. In 2012
HNB became the 1st Sri Lankan bank to obtain an international credit rating and was assigned a
foreign currency issuer rating of B1 on par with the sovereign rating by Moody’s Investors
Service. The bank’s rating by Fitch Ratings (Lanka) Ltd is A(lka).

Hatton National Bank PLC (HNB) has been a leader in the banking industry in Sri Lanka for
129 years, supporting the economic growth of the country. Our team of 4,348 employees serve
over 2.5 MN customers through our 255 branches and digital platforms. Our growth has been
driven by our island wide reach, strong relationships, our ability to reinvent ourselves and a
strong value-based organization culture. HNB is amongst the Top 1000 Banks in the World as
published by The Banker Magazine. We are also the 5th largest public listed company by
market capitalization at the Colombo Stock Exchange and ranked as the Sri Lankan entity with
the 5th highest brand equity by Inter brand.

Vision
To be the acknowledged leader and chosen partner in providing financial solutions through
inspired people.

Mission
Combining entrepreneurial spirit with empowered people and leading-edge technology to
constantly exceed stakeholder expectations.

Our values
» Treasure professional and personal integrity at all times
» Demonstrate mutual respect in all our interactions.
» Passionate about everything we do
» Committed to being customer centric.
» Courage to change, challenge and be different.
» Demonstrate unity in diversity.

Our Products
• General Savings Salary Smart HNB Fit Account
• Senior Citizens Youth Savings Term Deposits
• Minor Savings Minor prepaid Visa Foreign Currency Deposits
• Loans Cards Leasing
Critically examine current and seminal theories, concepts, models related to
strategic Change Management (A.1)

1.1.1 Strategic Change Management

Companies are confronted with change every day. Such as launching a new product or
restructuring the organization. If companies make changes without a proper analysis, the end
result will be serious. Strategic change management enables companies to implement the
necessary changes with care and responsibility.
Strategic change management is the process of managing change in a structured, meaningful
way in order to meet organizational goals, objectives, and missions. Change is necessary for
organizations to continue to thrive and meet and exceed the competition of industry competitors.
Rouse (2014) articulates that ‘Change management is a systematic approach to dealing with
change, both from the perspective of an organization and on the individual level’.
In order to effect change management, there are many theories and models created and adapted
by various research.

Models of Strategic Change Management:

1. Elisabeth Kubler-Ross Five Stage Model

2. ADKAR Model
3.Nudge Theory
4.Kotters Eight Steps of Change
5.Mckinsey 7S Model

1.1.1.1 1.1.2 Elisabeth Kubler-Ross Five Stage Model

In 1969 Kubler-Ross described five stages of grief in her book "On Death and
Dying"(Anastasia, 2015). These steps represent the normal range of feelings people experience
when dealing with changes in their lives - or in the workplace. The 'five-step' model is used to
understand how people respond to changes at different times. The 5 stages included in this
model are denial, anger, bargaining, depression and acceptance.
 .
Figure 1: The Kubler Rose change curve

Stage 1: Denial
Denial is usually a temporary defense that give people time to absorb news of change before
moving on to other stages. It is the initial stage of numbness and shock. People don’t want to
believe that the change is happening. If they can pretend that the change is not happening If they
keep it a distance, then maybe it will all go away.
Stage 2: Anger
When someone can no longer deny what is happening, feelings of anger, irritation, jealousy and
resentment arise. Anger and helplessness are especially directed against their environment. They
blamed others, colleagues, employees and advisors. Sometimes anger is directed towards the
bearer of the bad news.
Step 3: Bargaining
At this stage, people are trying to get away from the terrible truth in different ways. This stage of
the stages of Grief and Loss involves bargaining. By setting themselves goals, the blow of bad
news is mitigating. In a working environment, it will be very difficult for them to negotiate
working agreements or make promises.
Step 4: Depression
In the fourth phase, the truth is finally drops and the person involved feels helpless and
misunderstood. As a result, they are withdrawn, and communication is avoided. They don't
answer the phone and don't respond to emails.

Stage 5: Acceptance
If the person concerned realizes that there is no hope, they can accept the bad news. They can
recover from previous steps and accept their grief. After some time, they will feel like taking up
activities again and start planning again.
1.1.1.2 ADKAR Model

The ADKAR model is one of the most important models to ensure the efficiency of the change
process. The model focuses on the "people" element of change, in particular how to ensure that
the employees involved support and believe in the change. Once this is done, the model moves
to look at the business dimension, as once the people are behind it the processes must then be
focused on. The model is developed from a study of 900 organizations across 59 countries over
a 14-year period, carried out by the US research organization, Prosci.The research found that
getting employees to support a change strategy was the key to its success, and there are 5 key
steps to ensuring employee support.

Figure 2: The ADKAR 5 Stages

Awareness
Employees need to know exactly what change is taking place and why this is necessary. If
employees are not aware of this, they may lose their motivation and focus within the strategy.
The manager plays a critical role in ensuring that employees are fully aware of every element of
the change process.
Desire
Support for the change strategy must naturally come from employees. Rather than forcing change
on your employees, involving them in project development and vision will ensure their support
for the end result.
Knowledge
Change will likely bring a change in routine and skills for your employees, as well as an overall
change in the organization. Therefore, employees must be fully supported in acquiring and
developing these skills.
Ability
This knowledge must then be developed, but this can only happen if individuals have the
necessary capabilities.
Reinforcement
The process of change and the rewards for individuals who change their methods must be
reinforced long after the change has taken place. This allows workers to resist the temptation to
return to their old habits.
Organizational Structure change in HNB (ADKAR)

There is Everest bank transformation project that we have created. It’s a huge one. To support us through
it, we have got Deloitte’s on board. It’s a three-year journey, which ends in May 2021. A great part of it
involves digital. We have hired a chief technical and digital officer who runs two verticals: the digital
banking as well as the CIO functions. And in that, like you correctly said, in the front-line transaction
migration to various machines, kiosks, cash deposit machines, recyclers, product development that takes
place take into account what the client wants as opposed to what we think we should be developing
based on research, market surveys, etcetera. When I talk of BPR, and it’s not only just systems, so it’s
not about bringing machines, which we call digital. It’s about digitalization, which is it could be
automated. It’s new thinking, which may not have technology at all. And it’s about having the best
process, the most appropriate, sometimes not having the process itself. And then you have your back
end.

1.1.13 Kurt Lewin’s Model

Kurt Lewin's three-step model change theory, unfreeze the current behaviors and processes, make
the changes you need, and then practice and freeze new behaviors and practices in daily actions.
It is based on a 3-step process (Unfreeze-Change-Freeze) that provides a high-level improvement.
It provides a manager or other change agent with a framework for implementing a change effort,
which is always very sensitive and should be as seamless as possible. (Morrison, 2014)
 Figure 3: Lewin’s Three Step Change

• Unfreeze: The first step in the Lewin change process is preparing for change. This means that the
organization must prepare for change at this stage and that change is crucial and necessary. This phase
is important because most people around the world are trying to resist change, and it is important to
break this status quo. The key here is to explain to people why the existing method needs to be changed
and how the change can bring benefits. This step also involves that an organization looking into its core
and re-examine it.

• Change: This is the stage where the real transition or change takes place. The process can take a long
time because people generally spend time to embrace new happening, developments and changes.
Good leadership and reassuring certainty are important in this stage because these aspects not only lead
to moving in the right direction, but also facilitate the process for the employees or individuals involved
in the process. Communication and time are therefore the keys to making this step successful.

• Refreeze: Now that people have accepted, adopted, and implemented the change, the company or
organization is starting to become stable again. That is why the stage is called refreezing. This is when
staff and processes start to freeze again, and things start going back to their normal pace and routine.
This step requires the help of people to ensure that the changes are used and always implemented, even
after the goal has been reached. Now employees are comfortable with a sense of stability and confident
in the changes that have been made.

1.1.4 Nudge Theory

Nudge Theory or Nudge is a concept that finds use in behavioural science, economics, and
political theory but can be applied to change management in organizations and businesses as
well. This theory is mainly credited to Cass R. Sunstein and Richard H. Thaler. Nudging
someone or encouraging and inspiring them to change is the basic essence of this theory. Nudge
theory is not only helpful in exploring and understanding existing influences but also explaining
them to either eliminate them or change them to an extent where positives may begin to be
derived.

It is important to note that there are many unhelpful ‘nudges’ around which can either be
deliberate or may just be accidental. What this theory mainly seeks is to work upon the
management as well as the understanding of the many influences on human behaviour that lead
to the changing people. It focuses on the design of choices which is responsible for directing
our preferences and influencing the choices that we make. What this theory says is that choices
must be designed in such a way that it can be aligned with the way people think and decide.

As compared to other theories, Nudge Theory is more sophisticated in its approach and is
radically different from other ways of transitioning. This theory eliminates traditional change
methods like punishment enforcement and direct instructions. One of the main benefits of this
theory is that it takes into account the difference in feelings, opinions, and knowledge of people
and also considers the reality of the situation as well as the characteristics of human nature and
behaviour. It thus minimizes resistance from employees of a company and is very well applied
in several industries.

1.1.5 Kotter’s change management theory

Kotter’s change management theory is one of the most popular and adopted ones in the world.
This theory has been devised by John P. Kotter, who is a Harvard Business School Professor and
author of several books based on change management. This change management theory of his is
divided into eight stages where each one of them focuses on a key principle that is associated
with the response of people to change.

Stages
• Increase urgency – This step involves creating a sense of urgency among the people so as to

motivate them to move forward towards objectives.

• Build the team – This step of Kotter’s change management theory is associated with getting
the right people on the team by selecting a mix of skills, knowledge and commitment.
• Get the vision correct – This stage is related to creating the correct vision by taking into
account, not the just strategy but also creativity, emotional connect and objectives.
• Communicate – Communication with people regarding change and its need is also an
important part of the change management theory by Kotter.
• Get things moving – In order to get things moving or empower action, one needs to get
support, remove the roadblocks, and implement feedback in a constructive way.
• Focus on short term goals – Focusing on short term goals and dividing the ultimate goal into
small and achievable parts is a good way to achieve success without too much pressure.
• Don’t give up – Persistence is the key to success, and it is important not to give up while the
process of change management is going on, no matter how tough things may seem.
• Incorporate change – Besides managing change effectively, it is also important to reinforce
it and make it a part of the workplace culture.

Benefits of this model

• This is a step-by-step model that is easy to follow and incorporate.

• The main idea behind it is to accept the change and prepare for it rather than changing itself.

Disadvantages of this model

• Since it is a step-by-step model, no step can be skipped to reach the one after that.

• The entire process given in this model can be very time-consuming.

Critically discuss the role of leaders and managers as an agent for change
(A.2)

HNB Group has invested in its digital transformation consistently over the past five years with
the aspiration of becoming the Best Digital Bank. We believe that it is an important part of
integrating Sri Lanka to a rapidly evolving digital world, ensuring that we realize the benefits
sooner than later. We have created digital ecosystems that meet and support the corporate,
aspiring entrepreneurs and individuals. We are aligning our people, activities, and physical
infrastructure to realize our aspirations.
 IT GOVERNANCE

The Bank has set out a robust IT governance and policy framework which articulates the Bank’s
priorities, facilitates resource allocation, and supports the overall internal control framework of
the Bank. Collectively, the Board has the requisite skills and competence to assess and
constructively challenge matters related to technology in exercising oversight.
The Board Digital Banking Committee provides oversight in the implementation of the digital
strategy of the Bank. In 2022, two separate Sub Committees overlooking the Retail Banking and
Wholesale Banking businesses were setup to accelerate the digital initiatives under these two key
verticals. At a management level the IT Steering Committee overlooks and drives the IT Strategy
of the Bank

While digitally enabled banking is undoubtedly a blessing to the financial industry, there are some
certain risks that the managers or the employers could face is that,

✓ Operational Risk
✓ Regulatory Risk
✓ Personal Conduct Risk
✓ Information and Cyber Security Risks

The transition from traditional to digital banking has been and continues to be gradual and the
banking services have been sustained by the degree of digitization. Digital banking involves high-
level process automation and web-based services and may include APIs that enable cross-
institutional service design to deliver banking products and transactions. It provides users with
the ability to access financial data through desktop, mobile, and ATM services. The number of
customers of digital banks, which are intermediaries between electronic stores and shoppers, is
increasing day by day and they rely on encrypted digital money which is not like a banknote.
These banks are the main pillars of e-commerce. Here are some of the advantages and
disadvantages of digital banking that are discussed below:

Advantages of Digital Banking:

The advantages of digital banking proliferation the level of efficiency and performance of the
bank, save time and effort for the customers as well as the employees of the bank, as well as
accessible 24 hours service, including public holidays, and strict control of banking activities,
and sending and receiving documents quickly.

• Save effort and time where the customer can conduct banking activities without going to
any bank headquarters, where he can keep it at home or in the library, which saves his
time and effort.

• Ease of banking transactions in electronic banks and speed of handling them.

• In addition to the reliability of cash flow and the speed of cash flow, provide higher
security and lower risk of check manipulation.

• Digital banking is characterized by cash payments of the company/organization, which

contributes to the agreed time for the interpretation date and arranges for the payment of
the financial transfer.

• To conduct financial transactions at YUSR due to the cancellation of the automatic swap
process, which requires the client to visit the bank to deposit the cost of his transfer.

• Reducing reliance on paper forms, as all transactions are done electronically, contributes
to the reduction in the cost of paying their administrative costs to environmental banks
and clients.
 Disadvantages of Digital Banking:

Despite these advantages, the mobile bank with its technology remains risky as any new
technology can certainly be risky, and economists have warned of the potential dangers of
transacting with the mobile banking system, including.
• The difficulty in determining the liquidity of any electronic bank, where it is not possible
to know or limit the internal and external transactions of the bank.

• Anyway, it is easy to harm the national economy of any country, where banks cannot be
significantly monitored, where remittances can be made by just pressing a phone button.

• It is easy to fall prey to fraudulent transactions by falsifying some cards.

• The professional computer technician can access accounts or copy another person’s
information, enabling the information to come out of its confidential structure.

• Fraud is always expected to cause a technical error that could hamper the work of the
entire bank and the loss of people’s accounts and could be a virus that infects electronic
devices and disrupts the system.

• Increase the gap that arises between the client and the bank, which can act as an ingot
without adequate collateral and exposure to bank fraud.

Suggestion

In order to adopt the digital transformation in banking industry, the employers or the managers
must conduct a literary program and should create an awareness among the public about the
digital platform to safeguard the customers and the bank.
Analyze types and styles of organizational change in the Selected
Organization (A.3)

Organizational change is a business necessity. Employees leave, and new employees are hired,
new teams and departments are created as the company grows, and businesses adopt new
technology to stay ahead of the curve.
Different types of organizational change require different strategies. Everything from
implementation to communication must be tailored to the type of change to be made.
Here are the six most common types of organizational change,

1. Strategic change

Organizations implement strategic changes to their business to achieve goals, boost competitive
advantage in the market, or respond to market opportunities or threats. A strategic change
includes making changes to the business’s policies, structure, or processes. The upper
management and the Chief Executive Officer often bear the responsibility for strategic change.

Example
Innovation
Strategic change through digital innovation refers to using skills and resources to develop new
ideas or improve existing offerings in order to meet customers’ new and changing demands.
Focusing on innovation often requires investing heavily in research and development activities
and the latest technology.

2. People-centric organizational change

While all changes affect people, people-centric types of organizational change include
instituting new parental leave policies or bringing in new hires. When implementing a people-
centric change, the leadership must bear in mind that employees will naturally resist change.
A people‐centric change requires transparency, communication, effective leadership, and an
empathetic approach.

Example

Changes to roles and responsibilities

Job descriptions can evolve over time. Changes to an employee’s responsibilities may require
additional training or upskilling and restructuring of teams. Of course, shaking up routines is a
delicate process. It’s essential to have a strategy for change implementation and
communication.

3. Structural change

Structural changes are changes made to the organization’s structure that might stem from
internal or external factors and typically affect how the company is run. Structural changes
include major shifts in the management hierarchy, team organization, the responsibilities
attributed to different departments, the chain of command, job structure, and administrative
procedures.
Circumstances that lead to structural change include mergers and acquisitions, job duplication,
changes in the market, and process or policy changes. These changes often overlap with
people-centric changes as they directly affect most, if not all, employees.

Example
The creation of new teams or departments:
Structural change can also apply to smaller adjustments, such as creating a new team. If you
notice that a group of employees have a knack for analytics, you might decide to create a
separate team dedicated to reporting.
However, the necessary shifting of personnel and duties could create some tension. To
streamline the process, justify the change with clear reasoning, explain the benefits, and
highlight the positives. It’s not about taking away responsibilities – it’s about playing to
everyone’s strengths.

4. Technological change

The increasing market competition and constantly evolving technology lead to technological
change within organizations. Technology change often involves introducing new software or
system to improve business processes. However, technology project goals are often
improperly defined and poorly
communicated, which scares and
frustrates your employees and
ultimately leads to resistance.
Technology change management
is all about identifying new
technology and implementing
a digital strategy for improved
productivity and profitability.

Example

Digital transformation

Digital transformation is defined as the integration of digital technology across all business
domains, resulting in fundamental changes to how a business operates and delivers value to
its customers.
 5. Unplanned change

Unplanned change is defined as a necessary action following unexpected events. An

unplanned change cannot be predicted but can be dealt with by effective change
management.

Example

Loss of critical personnel

An unplanned change can also take place if another company or a competitor woos away one
of your most valued team members with an exciting promotion, or higher salary. In the event
of employee turnover in critical roles, succession planning is the most effective way to
minimize the affect of such change.

6. Remedial change
Remedial changes are reactionary. This type of change occurs when a problem is identified,
and a solution needs to be implemented. As these changes are designed to address an issue;
they call for immediate action.
Critically discuss how change context affects change choices for the selected
organization (A4)

Change context refers to the internal and external factors or situations that can influence
organizational change. Internal factors that can impact change include whether or not other
organizational changes are being implemented concurrently, shifts in executive leadership,
failure of past change efforts, or the current performance level of the organization. External
factors can also play a role such as the regulatory or economic climate, actions taken by
competitors or partners, or even popular opinion about what you are implementing (Wendy
Hirsch,2019). There are 3 things to be considered when selecting a change according to the
organizational context such as considering the change, considering the environment, and
considering the diverse perspectives.

Figure 7 – Factors to be considered when selecting a change according to the

organizational context (Source: Wendy Hirsch, 2019)

Organizational culture, competency (good at), and current situation (problems with the
industry, employees, etc) are considered during selecting a change approach and the choice
ofchange expect a result of, revolution, cost-saving, flatter organizational culture, low-level
changes, employee empowerment, performance improvement and to be lead as a change
agent.
The change context has a significant impact on the change choices made by an organization like
HNB PLC. It involves various factors such as the nature of the change, the organization's
readiness, the scope of the change, the capability to implement the change, the existing culture,
and the distribution of power within the organization. Let's discuss how these factors influence
change choices in two identified change situations at HNB PLC:

1.4.1 Change Situation: Digital Transformation (Scope, Capability, Readiness, Culture)

Merit:
Scope: Digital transformation requires a comprehensive overhaul of the organization's
processes, systems, and customer interactions. The change context at HNB PLC may favor a
broad scope, allowing the organization to embrace technological advancements fully.

Capability: HNB PLC's leadership may possess the necessary technical expertise or have access
to external resources that facilitate the successful implementation of digital transformation.

Readiness: If HNB PLC has recognized the importance of digitalization early on and invested in
building a culture of innovation, the organization's readiness for change will be high.

Culture: An innovative and customer-centric culture at HNB PLC will encourage employees to
embrace digital transformation, making it easier to overcome resistance and adapt to new ways
of working.

Fault:
Capability: If HNB PLC lacks the required technical expertise or struggles to secure external
resources, the implementation of digital transformation may face challenges and delays.

Culture: If HNB PLC has a conservative and risk-averse culture, employees may resist the
changes brought about by digital transformation, hindering its successful adoption.
Change Situation: Organizational Restructuring (Top-Down v Bottom-Up Change, Time, Power,
Preservation, Diversity)
Merit:
Top-Down v Bottom-Up Change: Depending on the nature of the restructuring, the change
context may call for a top-down approach if swift and decisive decisions are necessary.
Alternatively, a bottom-up approach may be more suitable if employees' involvement in the
process is essential for its success.

Time: Urgency in implementing the restructuring may require a quick decision-making process
and immediate action, which could be facilitated by a top-down approach.

Power: In a top-down approach, HNB PLC's leadership can exert their authority to drive the
restructuring process, ensuring that it is carried out efficiently and with little resistance.

Preservation: If the restructuring aims to retain the organization's core values and strengths
while improving efficiency, a careful balance must be struck between preserving the existing
elements and introducing necessary changes.

Diversity: If HNB PLC has a diverse workforce, incorporating perspectives from different teams
and departments during the restructuring process can lead to more inclusive and effective
outcomes.

Fault:

Top-Down v Bottom-Up Change: A top-down approach might lead to resistance from

employees who feel excluded from decision-making or believe that their insights are not valued.
A bottom-up approach may lead to delays if consensus-building takes too long.

Time: A rushed restructuring process may overlook critical aspects, resulting in incomplete or
ineffective changes.

Power: Excessive concentration of power in the hands of a few individuals may lead to decisions
that do not consider the needs and concerns of all stakeholders.

Preservation: Overemphasis on preserving the status quo might prevent the organization from
making necessary changes to remain competitive.

Diversity: Inadequate consideration of diversity may lead to overlooking valuable insights from
different perspectives within the organization.
Discuss change from an organizational culture perspective (B1)

2.1.1 Change from an Organizational Culture Perspective in HNB PLC:

Understanding change from a cultural perspective is crucial for successfully implementing any
change initiative at HNB PLC. Organizational culture plays a significant role in shaping
employees' behaviors, attitudes, and responses to change. Let's explore different cultural
perspectives and their implications for change in HNB PLC:
2.1.2 Informal Organization and Organizational Culture:

The informal organization refers to the unwritten rules, norms, and social networks that exist
within HNB PLC, influencing how work is done beyond formal structures. Organisational culture,
on the other hand, encompasses the shared values, beliefs, and assumptions guiding
employees' behavior. Understanding both perspectives is essential to comprehend how change
may be perceived and accepted.
Findings:
The informal organization may resist change if it disrupts existing relationships and power
dynamics.
Organisational culture that values innovation and adaptability will likely support change
initiatives more readily.
A strong organizational culture can foster a sense of identity and belonging, leading to greater
acceptance of change that aligns with these cultural values.

2.1.3 Change Challenges to Culture:

Implementing change in HNB PLC may encounter various challenges related to the existing
culture:
Findings:

Resistance to change: Employees may resist change due to fear of the unknown, uncertainty, or
concerns about their roles and job security.

Cultural inertia: Long-standing cultural norms can create resistance to change, particularly if the
change threatens established practices and traditions.
Communication gaps: Misalignment between leadership's vision and employees' understanding
can hinder the successful adoption of change initiatives.
2.1.4 Lack of empowerment:

A hierarchical culture may limit employees' autonomy, making it difficult to adapt to change
effectively.
Individual and Group Perspectives and the Emotions of Change: Individuals within HNB PLC may
perceive and experience change differently based on their roles and emotions:
Findings:
Individual perspective: Some employees may embrace change as an opportunity for growth and
development, while others may perceive it as a threat to their job stability.
Group perspective: Teams or departments may develop collective emotions, either positive or
negative, influencing the group's response to change.
Emotions of change: Change can evoke feelings of anxiety, fear, excitement, or optimism among
employees, affecting their receptiveness to the change initiative.

2.1.5 Role of Leaders and Managers:

Leaders and managers play a pivotal role in shaping the organisational culture and facilitating
change:

Findings:
Visionary leadership: Leaders who communicate a clear and compelling vision for change can
inspire employees and gain their support.
Change agents: Leaders and managers must act as change agents, demonstrating the behaviors
and attitudes they expect from employees during the change process.
Supportive management: Managers should provide necessary resources, training, and support
to help employees navigate the changes effectively.

2.1.6 External Reality and Interpretation:

External factors, such as market trends and competitors' actions, can influence how change is
interpreted within HNB PLC:
Findings:
Market pressure: If competitors are adopting certain changes, HNB PLC may feel compelled to
follow suit to remain competitive.
Interpretation: Leaders and employees' interpretation of external realities can vary, leading to
different approaches and responses to change.
2.1.7 Competing Subcultures and Identities:

HNB PLC may have subcultures within the organization that can either support or resist change:
Findings:
Subculture alignment: If subcultures are aligned with the desired change, they can act as
advocates and facilitate the change process.
Resistance from subcultures: Subcultures that hold opposing values to the proposed changes
may hinder the successful implementation.

2.1.8 The Evolving Influence of Cultural Diversity:

HNB PLC's cultural diversity can impact the organization's ability to adapt to change:
Findings:
Inclusive culture: Embracing diversity and fostering an inclusive culture can lead to a broader
range of perspectives and innovative solutions during the change process.
Challenges: Cultural diversity may also lead to misunderstandings or conflicts that need to be
addressed to ensure a cohesive approach to change.

In conclusion, understanding change from an organisational culture perspective is essential for

HNB PLC to effectively navigate change initiatives. By recognizing the influence of the informal
organization, organisational culture, change challenges, individual and group perspectives,
emotions, leadership, managerial support, external realities, interpretation, competing
subcultures, and cultural diversity, the organization can develop a comprehensive change
strategy that aligns with its cultural context and ensures successful implementation.
Discuss change from power and politics perspectives (B.2)

2.2.1 Change from a Power and Politics Perspective in HNB PLC:

Power and politics play a crucial role in shaping change initiatives at HNB PLC. Understanding
the dynamics of power culture and political manoeuvres within the organization can provide
valuable insights into the challenges and opportunities for successful change implementation.

2.2.2 Power Culture Perspective:

In power culture, decision-making is centralized in the hands of a few influential individuals or

groups. Different types of power exist within this culture, including:

2.2.3 Legitimate Power:

Held by those in formal positions of authority, such as top-level executives and managers. They
can enforce change through their positional authority.

2.2.4 Expert Power:

Based on individuals' knowledge, skills, and expertise. Influential employees with specialized
knowledge can drive change through their expertise.

2.2.5 Reward Power:

Derived from the ability to provide rewards, incentives, or recognition. Leaders who can offer
benefits may use this power to encourage change acceptance.

2.2.6 Information Power:

Stemming from access to crucial information and data. Those who control vital information can
use it strategically to influence change decisions.

2.2.7 Coercive Power:

Involves the use of threats, punishments, or sanctions. Leaders with coercive power can force
change, but it may lead to resistance and negative consequences.
 2.2.8 Political Perspective:

The political perspective focuses on the distribution of power and the exercise of influence
within HNB PLC during change initiatives:

2.2.9 Political Pyramid:

Hierarchies of power and influence exist within the organization. Those at higher levels may
have more decision-making authority during change implementation.

2.2.10 Political Interventions:

Political tactics and strategies may be employed by various stakeholders to advance their
interests or hinder change initiatives.

2.2.11 Resistance and Barriers:

Resistance may emerge from individuals or groups trying to protect their interests, status, or
resources threatened by the change.

2.2.12 Scarcity and Competition:

Scarce resources may lead to political manoeuvring and competition among departments or
individuals during change implementation.

2.2.13 Existence of Constituencies:

Different interest groups may form constituencies with shared goals and interests related to the
change.
Interest Conflicts: Conflicting interests among stakeholders may hinder or delay change
initiatives.

2.2.14 Follow-on Effects: Political actions during one change initiative may have ripple effects
on subsequent changes.
2.2.15 Self-serving Behaviours: Individuals may act in their self-interest, even if it conflicts with
the overall organizational goals.
2.2.16 Organizations as a Political Entity: Organizations are social systems where power
dynamics shape decision-making processes and outcomes.
2.2.17 Constraints and Freedoms of Organizational Structure: The organizational structure may
either facilitate or impede the exercise of power and influence during change.
Discuss change from an organisational learning perspective (B3)

2.3.1 Change from an Organizational Learning Perspective in HNB PLC:

Approaching organizational change from an organizational learning perspective involves
viewing change as a continuous learning process. This perspective emphasizes the importance
of building a learning culture, fostering individual and collective learning, and leveraging
knowledge development to facilitate successful change initiatives.

2.3.2 Characteristics of a Learning Organisation:

Systems Thinking:
A learning organization promotes systems thinking, which involves understanding the
interconnectedness of various components within the organization. It helps identify the
underlying causes of issues and the potential impact of change on the entire system.

Personal Mastery:
Personal mastery involves individuals continuously improving their skills, competencies, and
knowledge. In a learning organization, employees are encouraged to develop their expertise,
which contributes to the organization’s overall capacity to adapt to change.

Mental Models:
A learning organization challenges and updates limiting mental models or assumptions held by
individuals and the organization. It encourages openness to new ideas and perspectives during
the change process.

Shared Vision:
A shared vision unites employees around a common purpose, providing a clear direction for
change initiatives. It fosters alignment and commitment to the desired future state.

Team Learning:
Team learning involves collaboration and collective problem-solving. In a learning organization,
teams work together to share knowledge, learn from experiences, and adapt to change more
effectively.
 2.3.3 Dynamics of Organisational Learning:

Knowledge Development:
Organisational learning involves continuously creating, acquiring, and sharing knowledge across
all levels of the organization. It encourages a culture of curiosity and inquiry.

Organisational Enquiry:
A learning organization embraces questioning and reflection to challenge existing assumptions
and gather insights for improvement.

Learning Cycles:
Learning occurs through iterative cycles of action and reflection. Employees experiment, learn
from outcomes, and adjust their actions accordingly.

Reflecting on Action:
Employees reflect on their experiences and actions after implementing change initiatives. This
reflection helps identify successes and areas for improvement.

Reflecting in Action:
During the change process, employees engage in real-time reflection, adjusting their actions
based on ongoing feedback and observations.

Communities of Learning:
Learning is fostered in communities where employees can collaborate, exchange ideas, and
support each other's learning journeys.

The Learning Curve:

As employees learn and adapt to change, the organization’s ability to handle future changes
improves, resulting in a learning curve.

In the context of HNB PLC, approaching change from an organizational learning perspective
can offer several advantages:
Enhanced Adaptability:
By fostering a learning culture, HNB PLC can build the capacity to adapt quickly to changing
market conditions and customer demands.

Continuous Improvement:
Organisational learning encourages employees to seek opportunities for improvement, leading
to better processes, products, and services.

Employee Engagement:
A learning-oriented approach can boost employee engagement and job satisfaction as
employees feel valued and invested in their personal growth.

Innovation:
A learning organization encourages creativity and innovation, leading to new ideas and solutions
for addressing challenges posed by change.

Sustainable Change:
Change initiatives are more likely to succeed and be sustained over time when supported by a
learning culture that continuously refines and improves practices.

In conclusion, approaching change from an organisational learning perspective can be a

powerful strategy for HNB PLC. By focusing on the characteristics of a learning organization and
embracing the dynamics of organisational learning, HNB PLC can foster a culture of adaptability,
collaboration, and innovation, enabling it to navigate change successfully and thrive in a
dynamic business environment.
Analyze the internal and external environments which influence
organizational change in the selected Organization (C.1)

3.1.1 STEEPLE Analysis:

STEEPLE analysis is an extension of the popular PESTEL analysis and includes Social,
Technological, Environmental, Ethical, Political, Legal, and Economic factors. This analysis can
help in understanding the external environment and its impact on organizational change. Here's
how you can apply it to HNB PLC:

Social Factors:

Analyze how changes in societal values, lifestyles, demographics, and customer behavior can
influence HNB PLC's operations and necessitate organizational change. For instance, changes in
customer preferences towards digital banking may require the organization to invest more in
online services.

Technological Factors:
Examine how advancements in technology impact HNB PLC's business processes, customer
interactions, and overall competitive landscape. For example, the adoption of blockchain
technology may lead to process reengineering within the organization.

Environmental Factors:

Evaluate how environmental and sustainability pressures affect HNB PLC's operations and
strategies. Increasing awareness of climate change and environmental issues might drive the
organization to implement sustainable practices and green initiatives.

Ethical Factors:
Consider ethical implications in decision-making and operations. For instance, the organization
may need to change certain business practices to comply with ethical standards or meet
customer demands for socially responsible products.

Political Factors:
Analyze how government policies, regulations, and political stability can affect the
organization's operations and strategies. Changes in taxation or financial regulations may
necessitate adjustments in the company's financial management practices.

Legal Factors:

Consider the impact of existing and potential legal issues on the organization. Changes in labor
laws, data privacy regulations, or intellectual property rights could require organizational
adjustments.

Economic Factors:
Examine how macroeconomic factors such as inflation, interest rates, and economic growth
influence the organization's financial stability and market opportunities. Economic downturns
might trigger cost-cutting measures or restructuring efforts.

3.1.2 SWOT Analysis:

SWOT analysis assesses the organization's internal strengths, weaknesses, external

opportunities, and threats. Based on the SWOT analysis, you can identify internal reasons that
may prompt organizational change in HNB PLC:

Model of SWOT analysis (Source: Rhythm system, 2022)

Strengths:
These are the internal attributes that give HNB PLC a competitive advantage. For instance,
strong customer relationships or efficient processes may encourage the organization to explore
expansion opportunities or new product offerings.
Weaknesses:
These are internal factors that hinder the organization's success. Identifying weaknesses can
highlight areas that need improvement, such as outdated technology or ineffective marketing
strategies.

Opportunities:
External factors that could benefit HNB PLC if properly leveraged. New market segments,
international expansion, or strategic partnerships might necessitate organizational changes to
capitalize on these opportunities.

Threats:
External factors that could negatively impact HNB PLC's business. Threats may include increased
competition, changing customer preferences, or economic uncertainties, which may require the
organization to adapt or diversify its business model.

3.1.3 Stakeholder Analysis:

Conduct a stakeholder analysis to identify key stakeholders and their level of influence and
interest in organizational change within HNB PLC. Use a power-interest matrix to categorize
stakeholders based on their influence and interest:

Power-Interest Matrix:
High Power, High Interest:

These stakeholders are critical to the organization's success and actively engaged in
organizational change. They require close involvement and effective communication.

High Power, Low Interest: These stakeholders have significant influence but minimal interest in
specific changes. Keep them informed to manage potential risks.
Low Power, High Interest: Stakeholders with limited influence but a high level of interest in
changes. Engage them appropriately to address concerns and build support.

Low Power, Low Interest: These stakeholders have little impact and interest in change
initiatives. Monitor their concerns but focus on higher-priority stakeholders.
Discuss, in consultation with others, how change transition is designed by
strategic leaders and managers (C2)

3.2.1 Alternative Visions/Missions:

• Strategic leaders and managers must define clear and compelling visions for the future
state of the organization after the change. These visions should align with the
organization's values and long-term goals.
• Different stakeholders may have different perspectives on the change, so it is crucial to
communicate the visions effectively and build a shared understanding.

3.2.2 Individual and Organizational Transitions:

• Understand that change affects individuals differently, and managing personal

transitions is essential for overall success.
• Provide support, training, and resources to help employees adapt to the changes.
• Realign the organizational structure, roles, and responsibilities to fit the new vision.

3.2.3 Mobilizing for Change:

• Identify change champions and advocates within the organization who can drive the
change initiative.
• Build a coalition of support from key stakeholders and influential employees.

3.2.4 Sequencing Change Activities:

• Break down the change initiative into manageable phases or milestones.

• Prioritize changes based on their impact and dependencies.

3.2.5 Barriers and Resistance to Change:

• Conduct a thorough analysis of potential barriers and sources of resistance to change.

• Develop strategies to address these barriers and engage with resistant stakeholders.

3.2.6 Stakeholder Positioning:

 • Identify stakeholders and assess their level of influence and interest in the change.
• Develop tailored communication and engagement strategies for different stakeholder
groups.
3.2.7 Resource and Activity Alignment:

• Ensure that resources, including financial, human, and technological, are aligned with
the change initiative.
• Allocate resources efficiently to support the change process.

3.2.8 Process/Procedure Changes:

• Review and modify existing processes and procedures to align with the new vision.
• Implement new processes or workflows that facilitate the change.

3.2.9 Learning and Development:

• Offer training and development opportunities to equip employees with the skills needed
for the change.
• Encourage a learning culture that supports continuous improvement.

3.2.10 Change Through Dialogue and Reflective Learning:

• Encourage open and honest communication channels to foster dialogue about the
change.
• Regularly review progress and learn from both successes and setbacks.

Consolidating Gains:
• Celebrate achievements and recognize the efforts of individuals and teams.
• Embed the changes into the organizational culture to sustain the momentum.
Critically evaluate ways in which strategic management enabled the
conditions for organizational change in a given context (C3)

Strategic change management is the method of managing change in an organized, thoughtful

way in order to meet organizational goals, objectives, and missions. Change is necessary for
organizations to continue to thrive and meet and exceed the competition of industry
competitors. Strategic change management allows companies to carefully and responsibly make
needed changes (Yvette Stewart, 2021). There are different people can be identified during the
process of change in a strategic management. They are senior management, middle
management, and human resource management.

3.3.1 Role of Senior Management:

Positive: Strategic leaders play a crucial role in setting the direction for change, providing a clear
vision, and aligning the organization with new goals. They can inspire and motivate employees
through effective communication and relational leadership.
Negative: If senior management lacks credibility or fails to build trust, resistance to change may
increase. Moreover, if the strategic plan is not well-designed or communicated, it can lead to
confusion and hamper change efforts.

3.3.2 Middle Management as Change Intermediaries:

Positive: Middle managers act as a bridge between senior management and front-line
employees. Their support and engagement are essential for successful implementation. A two-
faced approach, where they manage both stability and change, can help maintain operational
efficiency while introducing new initiatives.
Negative: If middle managers are resistant to change themselves or lack the necessary
leadership skills to guide their teams through change, it can create bottlenecks and hinder
progress.

3.3.3 HRM's Role in Organizational Change:

Positive: HRM plays a critical role in recruiting and selecting employees who are open to change
and have the necessary skills for the new direction. HR systems and processes can support
change by aligning performance management and training with new goals. Organizational
development efforts can foster a culture of continuous improvement.

Negative: If HR processes are not well-designed or lack flexibility, they may hinder the
recruitment of innovative and adaptable talent. Inadequate training and development programs
can lead to a skills gap during the change process.

3.3.4 Methods of Diagnosing Resistance to Change:

Positive: Understanding the reasons behind resistance is crucial for designing effective change
strategies. Identifying perceptions, parochial self-interest, or lack of trust can help tailor
communication and engagement efforts.

Negative: If the diagnosis of resistance is not accurate, the change efforts may target the wrong
issues, wasting resources and exacerbating resistance.

3.3.5 Dealing with Resistance to Change:

Positive: Education, communication, and involving employees in the change process can help
address misconceptions and increase support. Facilitation and support can help employees
navigate through uncertainties.
Negative: If resistance is not adequately addressed, it may escalate, leading to a breakdown in
the change process. Overlooking the concerns of stakeholders can lead to disengagement and
a lack of commitment.
Evaluate the importance of employee engagement to organizational change
(C4)

Employee engagement is of paramount importance during organizational change in HNB PLC,

as it directly impacts the success and effectiveness of the change initiative. Engaged employees
are more committed, motivated, and willing to contribute their efforts to achieve organizational
goals. In the context of a specific change situation, let's explore the significance of employee
engagement and its merits and faults in relation to the following aspects:

3.4.1 Employee Voice:

Significance: Engaging employees in the change process by giving them a voice allows them to
share their concerns, ideas, and feedback. It helps in identifying potential challenges and
opportunities that might not be apparent to senior management.
Merits:
Encouraging employee voice fosters a sense of ownership and inclusion, leading to increased
commitment and acceptance of the change. It can also lead to innovative solutions and
improved decision-making.
Faults:
Ignoring employee voice can result in resistance and reduced morale. Employees may feel
disconnected from the change, leading to decreased productivity and a negative impact on the
change's success.

3.4.2 Developing Trust:

Significance: Building trust between management and employees is crucial during change. Trust
fosters open communication and a willingness to embrace change.
Merits:
Trust enhances cooperation, collaboration, and information sharing. Employees are more likely
to support the change if they trust that management has their best interests in mind.
Faults:
A lack of trust can lead to skepticism and resistance. If employees perceive that the change is
driven solely by management's interests without considering employee well-being, they may
become disengaged and resist the change.
3.4.3 Communication:
Significance: Effective communication is vital for conveying the purpose, benefits, and progress
of the change. Transparent and timely communication helps alleviate uncertainty and fear.
Merits:
Clear communication builds a shared understanding of the change, reduces misinformation, and
creates a sense of direction and alignment.
Faults:
Poor communication can lead to confusion, rumors, and distrust. Inadequate or ambiguous
communication may cause employees to resist the change due to uncertainty about its
implications.

3.4.4 Organisational Justice:

Significance: Organizational justice refers to fair treatment of employees during the change
process. Perceived fairness is essential for employee commitment to the change.
Merits:
Demonstrating fairness in decision-making and treatment boosts employee morale and trust,
leading to higher engagement and support for the change.
Faults:
Unfair treatment, such as favoritism or lack of transparency in decision-making, can lead to
feelings of resentment and resistance among employees.

3.4.5 Rethinking Resistance:

Significance: Viewing resistance as feedback rather than opposition helps understand employee
concerns and address them effectively.
Merits:
Embracing resistance as a normal part of change can lead to constructive dialogue and the
discovery of better alternatives.
Faults:
Dismissing resistance or trying to suppress it can lead to a lack of employee buy-in and cause
issues to escalate.
 3.4.6 The Psychological Contract:

Significance: The psychological contract represents the unwritten expectations between

employees and the organization. During change, it's essential to manage these expectations.
Merits:
Aligning the psychological contract with the change initiative helps reduce uncertainty and
increases employee commitment to the new organizational direction.
Faults:
Breaching the psychological contract, such as significant changes in job roles without proper
communication, can lead to employee disengagement and resistance.

3.4.7 Employee Support, Coaching, and Mentoring:

Significance: Providing support, coaching, and mentoring during change helps employees adapt
and develop the necessary skills for the new environment.
Merits:
Supporting employees through the transition increases their confidence, competence, and
readiness for the change.
Faults:
Insufficient support or ineffective coaching can leave employees feeling overwhelmed, anxious,
and unprepared for the change.

3.4.8 Emotional Challenges:

Significance: Recognizing and addressing the emotional challenges employees face during
change is crucial for maintaining their well-being and productivity.
Merits:
Acknowledging emotions and providing emotional support creates a more positive and resilient
work environment during change.

Faults:

Ignoring employees' emotional needs can lead to stress, burnout, and disengagement,
undermining the change process.
Conclusion

In conclusion, the change management assignment for HNB PLC focused on understanding the
importance of effective change management and the role of strategic leaders, managers, and
HRM in facilitating a successful change transition. The selected change situation in the case
organization highlighted the significance of employee engagement, trust-building,
communication, and addressing resistance to ensure the smooth implementation of the change.

Throughout the assignment, it became evident that employee engagement is a critical factor in
driving successful organizational change at HNB PLC. Engaged employees are more committed,
motivated, and willing to contribute their efforts to achieve organizational goals. By valuing
employee voice, developing trust, ensuring effective communication, promoting organizational
justice, addressing resistance, and providing adequate support and coaching, HNB PLC can
create a positive and supportive environment that fosters employee engagement during
change.

Strategic leaders play a pivotal role in setting the direction and vision for change, while middle
managers act as change intermediaries, bridging the gap between senior management and
front-line employees. HRM's involvement in recruitment, selection, training, and development
is crucial in ensuring that the organization has the right talent with the required skills to support
the change.
Additionally, the assignment emphasized the importance of understanding and diagnosing
resistance to change. By recognizing resistance as feedback rather than opposition, HNB PLC
can engage in constructive dialogue and address employee concerns effectively, leading to a
more successful change implementation.
In conclusion, HNB PLC must adopt a holistic and people-centered approach to change
management, recognizing the significance of employee engagement in driving successful
change initiatives. By integrating strategic leadership, effective communication, trust-building,
HRM support, and addressing resistance, HNB PLC can navigate through the complexities of
change and emerge as a more agile and adaptive organization. As HNB PLC continues to evolve
and face future challenges, the lessons learned from this change management assignment can
serve as valuable insights for driving organizational transformation and fostering a culture of
continuous improvement and innovation. By prioritizing employee engagement and ensuring a
supportive change environment, HNB PLC can position itself for sustained success and remain
competitive in the dynamic business landscape.
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 SECTION B
PLAN FOR SUCCESSFUL CHANGE STRATEGIC TO HATTON NATIONAL
BANK PLC
An Introduction to the Chosen Organization

Introduction to HNB PLC:

HNB PLC, also known as Hatton National Bank, is one of the leading and oldest banks in Sri Lanka.
Established in 1888, HNB has a rich history of over a century and has played a pivotal role in the
country's banking and financial sector.

Over the years, HNB PLC has grown to become a key player in the Sri Lankan banking industry, offering
a comprehensive range of banking and financial products and services to its diverse customer base.

As a customer-centric organization, HNB PLC has been dedicated to providing innovative and tailored
solutions to meet the evolving needs of its clients. The bank has built a strong reputation for
reliability, trustworthiness, and commitment to excellence, earning the trust and loyalty of its
customers and stakeholders.
 The Change Plan at HNB PLC:

In response to the ever-changing business landscape and the dynamic financial industry, HNB PLC has
embarked on a comprehensive change plan aimed at achieving strategic objectives and enhancing its
competitive edge. The change plan is designed to position the bank for sustainable growth and
success in the face of emerging challenges and opportunities.
The specific details of the change plan at HNB PLC may vary based on the prevailing market conditions
and the bank's strategic priorities. However, the overarching goal of the change plan is to drive
organizational transformation by fostering a culture of innovation, agility, and customer-centricity.
Key elements of the change plan may include technology upgrades, process optimization, talent
development, and enhancing customer experience.

As with any significant organizational change, the success of the change plan at HNB PLC will depend
on effective leadership, employee engagement, and stakeholder alignment. Strategic leaders and
managers will play a crucial role in articulating the change vision, driving its implementation, and
managing potential resistance or challenges.

Throughout this assignment, we will delve into the specifics of the change plan at HNB PLC, examining
the strategies employed by strategic leaders and managers to facilitate a smooth and successful
change transition.
Additionally, we will explore the significance of employee engagement, trust-building,
communication, and the methods employed to address resistance to change during this
transformative journey. By examining the change plan and its implementation, we aim to gain insights
into how HNB PLC leverages strategic management and change management practices to navigate
through complex business transformations and emerge as a more agile and resilient organization.
Description on the Organizational Change

Organizational Change Description in HNB PLC:

The change situation we are going to address in the change plan during the presentation involves
HNB PLC's transition towards becoming a more digitally driven and customer-centric organization.
With advancements in technology and changing customer expectations, the banking industry has
experienced a paradigm shift, requiring banks to adapt and innovate to remain competitive.
To stay at the forefront of the industry and provide superior customer experiences, HNB PLC
recognizes the need to embrace digital transformation. The change plan aims to leverage technology
to enhance operational efficiency, offer innovative products and services, and strengthen customer
engagement across all touchpoints.

Key Components of the Change Plan:

Digital Infrastructure Upgrade: HNB PLC aims to invest in modernizing its digital infrastructure,
including upgrading its core banking systems, adopting cloud-based solutions, and implementing
advanced cybersecurity measures to safeguard customer data.

Enhanced Digital Banking Services: The change plan involves introducing user-friendly mobile
banking applications, internet banking platforms, and other digital channels to provide customers
with seamless and convenient banking experiences.
Customer Experience Improvement: HNB PLC will focus on understanding customer needs and
preferences better. They will use data analytics and customer feedback to personalize services,
anticipate customer requirements, and deliver more tailored solutions.

Employee Training and Development: As part of the change plan, HNB PLC will conduct extensive
training programs to equip employees with the necessary digital skills and competencies to adapt to
the changing banking landscape and serve customers effectively.

Organizational Culture Shift: To support the digital transformation, HNB PLC will foster a culture that
encourages innovation, agility, and continuous learning. The change plan will emphasize
collaboration and knowledge sharing among employees.

Stakeholder Engagement: HNB PLC recognizes the significance of engaging all stakeholders, including
employees, customers, regulators, and shareholders. The change plan aims to involve stakeholders
in the change process, ensuring their concerns are addressed, and their perspectives are considered.

Expected Outcomes:

Through this change plan, HNB PLC seeks to achieve several positive outcomes:
Enhanced Customer Experience: Customers will benefit from faster, more convenient, and
personalized banking services, leading to higher satisfaction and loyalty.

Operational Efficiency: The digital transformation will streamline internal processes, reducing
manual tasks and optimizing resource utilization.
Competitive Advantage: By staying ahead in the digital banking space, HNB PLC aims to gain
a competitive edge in the market, attracting new customers and retaining existing ones.
Innovation and Agility: Embracing digital transformation will position HNB PLC as an agile and
innovative organization, capable of adapting to future market changes.
Employee Empowerment: The change plan will empower employees with digital skills and
create a more dynamic work environment, fostering employee engagement and retention.
Examine an approach to enabling Successful change(D1)

Change Plan for Enabling Successful Change in HNB PLC:

Change Situation: Transition towards a Digital and Customer-Centric Banking Model

Establish a Clear Vision:

• Define a clear and compelling vision for the transformation, outlining the desired outcomes
and benefits for the organization, customers, and employees.
• Communicate the vision effectively throughout the organization to ensure alignment and
understanding.

Leverage Change Management:

• Utilize established change management principles and methodologies to guide the change
process systematically.
• Incorporate change management tools, such as impact assessments, stakeholder analysis, and
communication plans, to address potential challenges and facilitate smooth implementation.
Timeline and Planning:
• Develop a realistic and well-structured timeline for the digital transformation, setting
milestones and goals to measure progress.
• Create a comprehensive project plan, identifying key tasks, responsibilities, and deadlines.
Transparency and Truthfulness:
• Foster a culture of transparency and honesty throughout the change process.
• Communicate openly about the reasons for change, potential impacts, and expected
outcomes, building trust with employees and stakeholders.
Effective Communication:
• Implement a robust communication strategy to ensure that all employees and stakeholders
are well-informed about the change initiative.
• Use various communication channels, such as town hall meetings, newsletters, and intranet
platforms, to disseminate information.
Create a Roadmap:

• Develop a roadmap that outlines the sequence of activities and milestones involved in the
digital transformation.
• Provide a clear picture of how each phase aligns with the overall vision and contributes to the
final objectives.

Support Employees:
• Offer consistent support and encouragement to employees throughout the change process.
• Establish a support system, such as change champions or mentors, to assist employees in
adapting to the new digital environment.

Provide Training:
• Conduct comprehensive training programs to equip employees with the necessary digital skills
and competencies.
• Address any knowledge gaps to ensure a smooth transition to the new digital banking model.

:
• Encourage employees to actively participate in the change process, seeking their input and
ideas.
• Engage employees in decision-making where appropriate, fostering a sense of ownership and
commitment to the change.
Manage Expectations:

• Set realistic expectations about the challenges and complexities involved in the digital
transformation.
• Proactively address concerns and clarify misconceptions to minimize resistance.

Monitor and Measure:

• Continuously monitor the progress of the change initiative against the established milestones
and KPIs.
• Use feedback and data to make informed adjustments to the change plan as necessary.

Demonstrate Strong Leadership:

• Exhibit strong leadership commitment and involvement in the change initiative.
• Lead by example, displaying a willingness to embrace the digital transformation and its
potential benefits.

Use an Appropriate Framework (e.g., McKinsey's 7S):

• Utilize a structured framework like McKinsey's 7S model to assess and align various
organizational elements that impact the success of the change.
• Ensure that strategy, structure, systems, skills, staff, style, and shared values are aligned with
the digital transformation goals.
Produce justified change management strategy for an organisation (D2)

Change Management Strategy for HNB PLC: Transition towards a Digital Banking
Ecosystem

Change Situation: HNB PLC aims to transition towards a digital banking ecosystem to enhance
customer experiences, streamline operations, and remain competitive in the rapidly evolving
financial industry.

Justification for the Change Strategy:

The selected change strategy focuses on digital transformation, which aligns with the current market
trends and customer expectations. Here are the key arguments justifying the suitability of this change
strategy:

Market and Customer Demand: With increasing digitalization in the banking industry, customers
expect convenient and seamless digital services. Embracing a digital banking ecosystem will meet
customer demands, enhance satisfaction, and attract new clientele.

Competitive Advantage: By staying ahead in digital banking, HNB PLC can gain a competitive edge
over traditional and digital-only competitors. This will position the bank as an innovative and
customer-centric institution, appealing to tech-savvy customers.
Operational Efficiency: A digital banking ecosystem will streamline internal processes, reducing
manual interventions, paperwork, and processing time. This will lead to cost savings and increased
efficiency.

Enhanced Data Analytics: Digitalization allows for better data collection and analysis, enabling HNB
PLC to gain insights into customer behavior, preferences, and trends. This data-driven approach will
support personalized offerings and targeted marketing.

Global Reach: A robust digital banking platform will enable HNB PLC to extend its services beyond
traditional boundaries, facilitating cross-border transactions and attracting international customers.

Strategic Steps for the Change:

Comprehensive Digital Strategy: Develop a well-defined digital strategy outlining the vision,
objectives, and action plan for the digital banking ecosystem.

Technology Assessment: Conduct an in-depth assessment of existing technologies and

infrastructure, identifying gaps and areas requiring upgrades or replacements.

Customer Insights: Analyze customer feedback and data to understand their preferences and pain
points. This insight will guide the development of customer-centric digital solutions.
Investment and Resource Allocation: Allocate sufficient resources, both financial and human, for the
successful implementation of the digital transformation.

Collaboration with Fintechs: Collaborate with fintech partners to leverage their expertise and
innovative solutions, speeding up the development and implementation process.
Employee Training and Development: Provide extensive training to employees to enhance their
digital skills and empower them to support customers through the transition.
Security and Compliance: Implement robust cybersecurity measures and ensure compliance with
data protection regulations to safeguard customer information and build trust.
 Supporting Evidence:

Industry research indicates a growing preference for digital banking services, with a significant
portion of the customer base opting for mobile and online banking. Many successful banks worldwide
have adopted digital strategies and achieved increased customer satisfaction and operational
efficiency.

Actions to Take:

• Develop a digital banking platform and mobile app with user-friendly interfaces and seamless
functionalities.
• Integrate advanced data analytics tools to gather customer insights for personalized offerings.
• Implement AI-driven chatbots for customer support and query resolution.
• Provide training programs for employees to enhance their digital skills and customer service.

Timeframes:

• Develop Digital Strategy: 3 months.

• Technology Assessment: 2 months
• Customer Insights Analysis: Ongoing, with periodic reviews
• Investment and Resource Allocation: 1 month
• Collaboration with FinTech’s: Ongoing, based on partnership agreements.
 • Employee Training and Development: 6 months (continuous improvement)

Benchmarks and Targets (SMART):

• Increase in Digital Banking Adoption: Target a 30% increase in the number of customers using
digital banking services within 12 months.
• Customer Satisfaction: Achieve a customer satisfaction score of 90% for digital services within
6 months.

• Cost Savings: Aim for a 15% reduction in operational costs through digitalization within 18
months.

Responsibilities:
• Chief Digital Officer (CDO): Oversee the overall digital transformation and ensure alignment
with the digital strategy.
• Technology Department: Conduct the technology assessment and manage the development
of the digital platform and app.
• Customer Experience Team: Analyze customer insights and collaborate with the technology
department for customer-centric design.
• HR Department: Coordinate employee training and development programs.
• In conclusion, the change management strategy for HNB PLC's transition towards a digital
banking ecosystem is justified by the market demand, competitive advantage, and
operational efficiency it offers. By following the strategic steps, supported by evidence and
SMART benchmarks, HNB PLC can successfully implement the change and position itself as a
customer-centric and innovative digital banking leader. Assigning specific responsibilities will
ensure smooth execution and accountability throughout the digital transformation journey.
Conclusion

In conclusion, the study of change management underscores its pivotal role in navigating the complex
landscape of organizational evolution. The following key insights emerge from the analysis:
Dynamic Nature of Change:
Change is constant in the business world, driven by technological advancements, market shifts, and
competitive pressures. Organizations that can effectively adapt to change are better positioned for
long-term success.
Human-Centric Approach:
Recognizing that change impacts individuals at all levels of an organization is crucial. Successful
change management prioritizes clear communication, empathy, and support to alleviate resistance
and foster a sense of ownership among employees.
Strategic Planning and Vision:
Change without a clear purpose and direction can lead to confusion and inefficiency. Strategic change
management requires a well-defined vision, comprehensive planning, and a roadmap to guide the
organization through the transformation.
Leadership and Role Modeling:
Strong leadership is instrumental in change management. Leaders who actively endorse and embody
the change encourage others to follow suit. Their support fosters a culture of commitment and
collaboration.
Employee Empowerment:
Involving employees in the change process empowers them to contribute their insights and concerns.
This participation not only enhances the quality of decisions but also generates a sense of belonging
and motivation.
Adaptive Communication:
Tailoring communication to different stakeholder groups and utilizing multiple channels is essential.
Clear, consistent, and honest communication builds trust and minimizes misinformation during times
of change.
Resilience and Flexibility:
Change rarely unfolds without challenges. Organizations need to cultivate resilience, remain open to
feedback, and be willing to adjust strategies as new information arises.
Measurement and Evaluation: Tracking progress and assessing outcomes are vital components of
change management. Data-driven insights help leaders make informed decisions and refine
strategies over time.
Learning Culture:
A culture that embraces learning and continuous improvement is better equipped to manage
change. Organizations that view failures as opportunities for growth and learning foster innovation
and adaptability.
In summary, effective change management is an indispensable capability for organizations aiming to
thrive in a dynamic environment. By incorporating human-centric strategies, clear vision, adaptive
leadership, and a commitment to learning, organizations can not only weather the storms of change
but also emerge stronger, more resilient, and well-positioned for future success. The lessons learned
from the study of change management provide a valuable roadmap for navigating the challenges and
opportunities that lie ahead.
References

Book

Kotter, J.P. 1996, Leading Change, Harvard Business Review Press.

Journal Article:

Beer, M., & Nohria, N. 2000, "Cracking the Code of Change," Harvard Business Review, 78(3), 133-
141.

Website:

McKinsey & Company 2019, "The 7-S Framework," McKinsey & Company,
https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-
insights/enduring-ideas-the-7-s-framework, Accessed August 8, 2023.

Conference Paper:

Hamel, G. 2008, "Moon Shots for Management," Paper presented at the Academy of Management
Annual Meeting, Anaheim, CA, August 8, 2008.

Chapter in Edited Book:

Nadler, D.A. 1998, "Champions of Change," In D. A. Nadler & M. L. Tushman (Eds.), Competing by
Design: The Power of Organizational Architecture, Oxford University Press, 245-272.