CONTEXT
What type of banking are customers increasingly using?
Digital and mobile banking.
What are the three main challenges FDM faces during its transformation?
1. Employee resistance and change fatigue.
2. leadership and stakeholder misalignment.
3. The gap between FDM’s strategy and its organisational capacity.
What is incremental change?
Introducing organisational changes gradually and in stages, rather than implementing everything at once.
What solution does our group recommend for FDM?
A phased and participative transformation.
How long should FDM’s kiosk pilot run?
Three months.
Why was Sena appointed as CEO?
To “shake things up” and transform FDM.
Why are FDM employees becoming uncertain and anxious about the transformation?
They are unsure about their future roles, including whether branches will close, whether they will move to call centres or kiosks, and whether they could lose their jobs.
What is participative change?
Involving employees and managers in the change process by seeking their input, feedback and involvement in decision-making.
How should Sena manage the pace of change?
Sequence major changes in stages.
How many locations should FDM initially select for the kiosk pilot?
Two or three locations.
Name one major change Sena introduced at FDM.
Changing the structure, culture, mobile banking, or introducing kiosks.
What is the main source of disagreement between Sena, Erkan and Ahmet?
They disagree about the pace, risks and feasibility of FDM’s transformation, rather than whether change is necessary.
What is one disadvantage of implementing change too quickly?
It can increase employee resistance, uncertainty and stress, making it harder for employees to support the change.
What should FDM strengthen to improve employee readiness and trust?
Employee involvement, organisational support and two-way communication.
What new roles should employees be trained for?
Kiosk advisers and digital-banking coaches.
What does FDM need to recognise to develop readiness for change?
The need for organisational change.
Why can FDM’s strategy create problems if the organisation moves too quickly?
FDM may not have the organisational capacity to absorb the change, with concerns around its people, IT systems, staffing, culture and customer readiness.
What approach did our group recommend for FDM?
A hybrid approach > combining phased/incremental implementation with employee participation, while maintaining Sena’s overall strategic direction.
What should FDM do before expanding the kiosk strategy on a large scale?
Run a controlled pilot.
What should FDM do after evaluating the pilot results?
Expand, modify or pause the kiosk rollout.