Leading Transformation And Change
Leading
Transformation and
Change
Assignment 7HR006
Assignment 7HR006 - Leading Transformation and Change
Automation of Banking Systems
Key theme: Deutsche Bank, Organization, Change, & Change management model
Table of Contents
Introduction 6
Organizational background and stated need for change 7
Description of the change process 9
Roles and perspectives of key players 11
Evaluation of relevant academic literature 13
Critical analysis 18
Conclusions 20
Lessons learnt: Personal and Organizational 21
Personal Reflection 21
Organizational Reflection 21
References 23
Appendices 25
List of Figures Figure 1 The four Phases of a persuasion Campaign 09 Figure 2 The McKinsey’s 7Ss 14 Figure 3 Greiner’s six-phase process 17 Figure 4 Phases of Process Re-engineering 22
Appendix Appendix 1 Deutsche Bank Mission Statement 25 Appendix 2 Deutsche Bank Identity 26
Introduction
The rapidity of change or in another words increase in the unpredictability in today’s economic, political and social environments has created a notable impact on many organizations. In order to keep up with the pace many businesses have introduced changes to the existing systems. While some have changed completely some have done major adjustments that would help them in their fight for survival.
“It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful. There is more security in the adventurous and exciting, for in movement there is life and in change there is power” – Alan Cohen
Why change, when existing systems are running smoothly and providing desired results?
That was the perception of many companies a few decades back. But now everybody has realized that only the best could survive and in order to be the best you have to keep changing and stay updated with the market. And major difference now and then is the pace of change where now the
Transformation and
Change
Assignment 7HR006
Assignment 7HR006 - Leading Transformation and Change
Automation of Banking Systems
Key theme: Deutsche Bank, Organization, Change, & Change management model
Table of Contents
Introduction 6
Organizational background and stated need for change 7
Description of the change process 9
Roles and perspectives of key players 11
Evaluation of relevant academic literature 13
Critical analysis 18
Conclusions 20
Lessons learnt: Personal and Organizational 21
Personal Reflection 21
Organizational Reflection 21
References 23
Appendices 25
List of Figures Figure 1 The four Phases of a persuasion Campaign 09 Figure 2 The McKinsey’s 7Ss 14 Figure 3 Greiner’s six-phase process 17 Figure 4 Phases of Process Re-engineering 22
Appendix Appendix 1 Deutsche Bank Mission Statement 25 Appendix 2 Deutsche Bank Identity 26
Introduction
The rapidity of change or in another words increase in the unpredictability in today’s economic, political and social environments has created a notable impact on many organizations. In order to keep up with the pace many businesses have introduced changes to the existing systems. While some have changed completely some have done major adjustments that would help them in their fight for survival.
“It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful. There is more security in the adventurous and exciting, for in movement there is life and in change there is power” – Alan Cohen
Why change, when existing systems are running smoothly and providing desired results?
That was the perception of many companies a few decades back. But now everybody has realized that only the best could survive and in order to be the best you have to keep changing and stay updated with the market. And major difference now and then is the pace of change where now the
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