Strategic organisational change process for managing a bank’s change and transition from a crisis situation

Abstract

Whether banking executives want or not, the implementation of strategies aimed at mitigating a crisis may in one way or another involve the change and transformation of a bank’s particular area of operations. Hence, organisational change and transformation is part and partial of the overall process of a bank’s crisis management. Unfortunately, most of the banking executives often accomplish crisis management as though it does not involve any form of change and transformation, only for the effectiveness of the crisis management strategies to be marred by the poorly managed change related complications. To address such complexities, this seminal paper used the qualitative meta-synthesis to assess, identify and extract a combination of the strategic change management processes that the banking executives can use during the implementation of changes that are essential for enhancing the successful implementation of crisis management strategies. During a bank’s crisis management, findings revealed that irrespective of the types or the dimensions undertaken by the organisational change and transformation, theories and literature still insinuate that social organisational change and transformation is not just a random process, but a more systematic process aimed at achieving some pre-determined outcomes. To accomplish that, findings imply usage of a systematic organisational change and transformation process is a necessity for enhancing Situational Analysis, Vision Setting, Communication of the Impetus for Change, Change Implementation, and Measuring and Improving Progress of Change Implementation.