Leadership Change: Managing Organizational Transformation at ANZ Bank

This report discusses the findings of an interview with a change leader at ANZ regarding recent executive leadership changes and the bank's digital transformation initiatives. It analyzes the roles undertaken by the leader, assesses their effectiveness based on demonstrated competencies, and highlights key lessons learned from the interview. The changes focused on improving services for retail, commercial, and institutional customers through digital advancements. The report concludes that these changes, driven by a diverse and experienced leadership team, are crucial for ANZ to remain competitive in the banking sector, particularly in Australia and New Zealand. Desklib provides access to similar solved assignments for students.

Running head: MANAGING ORGANIZATIONAL CHANGE
Managing Organizational Change
Name of the Student
Name of the University
Author’s Note

1MANAGING ORGANIZATIONAL CHANGE
Table of Contents
1.0 Introduction....................................................................................................................2
2.0 Change Leader Roles:....................................................................................................2
2.1 Description of Context...........................................................................................2
2.2 Description and Analysis of Change Roles Undertaken........................................3
3.0 Change Leader Effectiveness:...................................................................................4
3.1 Assessment of Competencies Demonstrated.........................................................4
3.2 Assessment of Change Leader Effectiveness.........................................................5
4.0 Lessons Learned from the Interview:........................................................................5
4.1 What Has Been Learned........................................................................................5
4.2 How This Can Be Applied to Future Work Situations..........................................6
5.0 Conclusion.....................................................................................................................6
References............................................................................................................................8
Appendix A: Details of Interviewee and Questions Asked............................................10

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1.0 Introduction
The study is intended to discuss the report with the results of the interview which is
directed with change in leadership and implementation of the relevant literature for
assessment of the effectiveness of the leadership. This will be done decryption of the nature
of the deviations in the policy and changes in the role enacted by the leader. The last section
of the learning has implemented the knowledge gained through the process in which the role
of the HR professional has been able to ensure building the organization’s capacity for
capitalizing and embracing the change (Nzx.com, 2017).
2.0 Change Leader Roles:
2.1 Description of Context
On 17 January 2017, The ANZ announced major changes in their executive
leadership team. The change in the ANZ NZ leadership team was seen with the
appointment of Craig Mulholland who was seen with the appointment of Managing
Director Wealth, Stewart Taylor as Chief Financial Officer and David Bricklebank as the
General counsel of the company secretary (Anz.co.nz, 2019). It was further seen that
there had been several types of the changes in the leadership team of the company which
was seen with the appointment of the Mr. Taylor who replaced Antonia Watson.
Managing Director Retail and Business Banking. Mr. Taylor was seen to start his career
at Delloite before working at Invesco and State Street. The radical repositioning of the
executive team was main identified with the aim of digital transformation. This is
identified as a part of the leadership restructuring of the company. In order to implement
such a policy, the bank brought additional reforms with Shane Elliott being proclaimed

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that the new role of group executive, digital banking. This set of changes was seen to be
implemented with several types of the changes which are seen to be based on the several
types of the factors related to the number of the changes implemented with digital
banking established as per the executive level changes. These executive level changes
were further seen to be implemented with the aim of assisting the organization in
simplifying the improvement in the retail and commercial banking spheres (Albach et al.,
2015).
2.2 Description and Analysis of Change Roles Undertaken
As per the proceedings of the interview with Allen it was revealed the changes in
the executive role in the organization was focused with improvement in several strategic
changes within the organization. Allen spoke about the importance of the reshuffling of
the executive leadership team with particular focus on the digital transformation within
the bank. The significant consideration of such change in policy was seen to improve the
various types of the services which were depicted to be based on the retail, commercial
and institutional customers (Bohm, Byström, Nerelius & Thorn, 2017). He also stated
that the relevant changes in the digital transformation was seen to be essential for the
bank in being recognized as one of the pioneers in the regional and global play. Allen
also stated that Mark Whelan was seen as the group executive of Institutional business.
The rationale for appointment of Mark Whelan in the Institutional business, was depicted
for his previous excellence in the banking sector. In addition to this, the rationale for
appointment of Fred Ohlsson was seen with his previous experience of ANZ New
Zealand MD of retail and business banking (Staff, 2016).
In the statement given by Allen it was stated that Joyce Phillips, former CEO of
ANZ Wealth, was appointed as the executive of wealth, marketing and innovation and

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provided with the responsibility in ANZ insurance. The implementation of the
digitization initiatives was considered with the major investments in the private business
banking and leading initiatives in the marketing and innovation (Kreutzer, Neugebauer &
Pattloch, 2018).
3.0 Change Leader Effectiveness:
3.1 Assessment of Competencies Demonstrated
The assessment of the various types of the competencies of the Bank was seen in
the field of innovation and changes in the executive role in the organization was focused
with improvement in several strategic changes within the organization. Allen spoke about
the importance of the rearranging of the executive leadership team with particular focus
on the digital transformation within the bank. The important consideration of such change
in policy was seen to improve the various types of the services which were depicted to be
based on the retail, commercial and institutional customers. It may be further seen that a
significant competency was inferred in form of the various types of the assessment of the
theory which was seen with offering greater focus on the customers (Gunjal & Gaitanou,
2016).
The additional initiatives taken by the changes in the executive leadership team
was also seen to be focusing on the majority of the changes in the policy which are
relevant to bring greater clarity for the customers. This change in the leadership team was
seen to be effective with diverse mix of experience and new talent from outside ANZ.
These changes were further able to simplify the working on an internal basis thereby
allowing for a greater focus on the unique customers. Allen further added that the
changes brought with the digital leadership was able to take the initiative in several types

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the new changes in the bank which were able to focus on the areas of retail and
commercial businesses. It was confirmed by ANZ that the restructuring of the executive
team was focused on delivering value to the customer through innovation. The value
delivering services adopted by the company was depicted to be offering number of
service related to convenience, innovation and engagement in the financial services.
Through the initiatives in the digital leadership the bank has strived to become a more
digitally focus bank by delivering the various types of the services through better
connection in the international network (Paulus-Rohmer, Schatton & Bauernhansl, 2016).
3.2 Assessment of Change Leader Effectiveness
The assessment of the effectiveness prescribed by Allen it needs to be seen that
the main changes needs to be contributed as per organizational, team and individual
viewpoint. In terms of the organizational perspective, Allen stated that about his
effectiveness in contributing towards the goal of digital transformation in the
organization. Furthermore, it was also stated that these polices were implemented in an
effective manner in the organization in the NZ division of ANZ (Paulus-Rohmer,
Schatton & Bauernhansl, 2016).
4.0 Lessons Learned from the Interview:
4.1 What Has Been Learned
The main learnings from the interview has been depicted with the changes in the
bank which are brought as a result of digital transformation and critical to the success of
the organizational goals. Some of the other initiatives taken by the company are depicted
to be focused in number of areas are seen with effectiveness brought to the retail,

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commercial and institutional customers through digital transformation. It is further
learned that the changes in the executive role has been done with people with varied
range of qualification and skills. This is seen with people involved in the digital
transformation with having variations in the previous work experience. This is important
for putting an augmented focus on bringing a holistic change in the bank (Vey et al.,
2017).
4.2 How This Can Be Applied to Future Work Situations
The application of such strategies in the sphere of commercial and retail banking
will be conducive in addressing the relevant nature of the changes pertaining to the
increasing competitiveness. The importance of the skills associated to leadership is
considered with enhancing the learning associated with digital transformation
contributing to the needs of retail and commercial services. The improvement in the
services can be inferred in terms speed and convivence of the existing customers at ANZ.
Therefore, the implementation of the overall changes brought in the executive team of the
bank will be effective in addressing the various changes to be brought in the domain of
commercial banking (Kohnke, 2017). The future implementation of the transformation
through innovation will be effective in drawing more number of customers in the ANZ
Bank. It needs to be also depicted that the overall necessity of bringing in such changes in
the bank will provide additional leverage to the bank in competing with other players in
the banks of Australia and New Zealand (Mazouak et al., 2018).
5.0 Conclusion
The description of the context of the bank is considered with major changes in their
executive leadership team. The findings as per the description and analysis of change in the
roles undertaken is considered with improvement in several strategic changes within the

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organization. The interviewer mentioned about the importance of the reshuffling of the
executive leadership team with particular focus on the digital transformation within the
bank. Assessment of competencies demonstrated is seen with the motive to improve the
various types of the services which were depicted to be based on the retail, commercial and
institutional customers. The assessment of change pertaining to leadership effectiveness was
seen with effectiveness in contributing towards the goal of digital transformation in the
organization. The learnings contributing to the study was seen with focused in number of
areas which were seen with effectiveness brought to the retail, commercial and institutional
customers through digital transformation. The application in the such a strategy by the bank
in the future work situations is seen with additional leverage to the bank in competing with
other players in the banks of Australia and New Zealand.

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References
Albach, H., Meffert, H., Pinkwart, A., & Reichwald, R. (Eds.). (2015). Management of
permanent change. Springer Fachmedien Wiesbaden.
Anz.co.nz. (2019). ANZ management | ANZ. [online] Available at: https://www.anz.co.nz/about-
us/our-company/anz-management/ [Accessed 2 Jan. 2019].
Bohm, S., Byström, K., Nerelius, P., & Thorn, L. (2017). Organizing for change at Uppsala
University Library.
Gunjal, B., & Gaitanou, P. (2016). Research Data Management: A Practical Approach to
Overcome Challenges to Boost Research.
Kohnke, O. (2017). It’s not just about technology: the people side of digitization. In Shaping the
digital enterprise (pp. 69-91). Springer, Cham.
Kreutzer, R. T., Neugebauer, T., & Pattloch, A. (2018). Digital Business Leadership: Digital
Transformation, Business Model Innovation, Agile Organization, Change Management.
Springer.
Mazouak, A., Bassiri, M., Lamniai, I., Jaouad, M., Malika, T., & Belaaouad, S. (2018).
Multidisciplinary study of the use of ICT in the digitization of pedagogical and
managerial practices. Journal of Fundamental and Applied Sciences, 10(4S), 440-445.
Nzx.com. (2017). Changes to ANZ NZ leadership team - NZX, New Zealand’s Exchange.
[online] Available at: https://www.nzx.com/announcements/295626 [Accessed 2 Jan.
2019].

9MANAGING ORGANIZATIONAL CHANGE
Paulus-Rohmer, D., Schatton, H., & Bauernhansl, T. (2016). Ecosystems, Strategy and Business
Models in the age of Digitization-How the Manufacturing Industry is Going to Change its
Logic. Procedia CIRP, 57, 8-13.
Paulus-Rohmer, D., Schatton, H., & Bauernhansl, T. (2016). Ecosystems, Strategy and Business
Models in the age of Digitization-How the Manufacturing Industry is Going to Change its
Logic. Procedia CIRP, 57, 8-13.
Staff, C. (2016). ANZ leadership restructure will see bank appoint digital leader . [online]
Cmo.com.au. Available at: https://www.cmo.com.au/article/592869/anz-leadership-
restructure-will-see-bank-appoint-digital-transformation-leader/ [Accessed 2 Jan. 2019].
Vey, K., Fandel-Meyer, T., Zipp, J. S., & Schneider, C. (2017). Learning & development in
times of digital transformation: Facilitating a culture of change and
innovation. International Journal of Advanced Corporate Learning (iJAC), 10(1), 22-32.

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Appendix A: Details of Interviewee and Questions Asked
Name: Allen Rogers
Role: Relationship Manager
Organization: ANZ Bank
Date of Interview: Wednesday 2nd January by phone
1. Kindly explain the background to the changes which you feel to be relevant with the
organization.
“As per my knowledge the changes in the executive role in the organization was focused with
improvement in several strategic changes within the organization. The importance of the
reshuffling of the executive leadership team was seen with a particular focus on the digital
transformation within the bank”. In order to implement such a policy, the bank brought
additional reforms with Shane Elliott being announced in the new role of group executive,
digital banking. This set of changes was seen to be implemented with several types of the
changes which are seen to be based on the several types of the factors related to the number
of the changes implemented with digital banking established as per the executive level
changes. These executive level changes were further seen to be implemented with the aim of
assisting the organization in simplifying the improvement in the retail and commercial
banking spheres”.
2. Kindly mention about the important areas of skills which were relied by you to manage
the change?
“The important areas of the skills relied by me to manage the change was depicted with
understanding the previous and exiting role of the personnel’s appointed in the role of digital

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transformation. In addition to this, I was also able to know about the rationale for
appointment of Mark Whelan in the Institutional business, was depicted for his previous
excellence in the banking sector. In addition to this, the rationale for appointment of Fred
Ohlsson was seen with his previous experience of ANZ New Zealand MD of retail and
business banking”.
3. What are your opinions on managing the change in an effective manner and what are areas
which could have been improved?
“In my opinion the assessment of the various types of the competencies of the Bank evident in
the field of innovation and changes in the executive role in the organization was focused with
improvement in several strategic changes within the organization. I found about the
importance of the rearranging of the executive leadership team with particular focus on the
digital transformation within the bank. The important consideration of such change in policy
was seen to improve the various types of the services which were depicted to be based on the
retail, commercial and institutional customers. It may be further seen that a significant
competency was inferred in form of the various types of the assessment of the theory which
was seen with offering greater focus on the customers. The additional initiatives taken by the
changes in the executive leadership team was also seen to be focusing on the majority of the
changes in the policy which are relevant to bring greater clarity for the customers. This
change in the leadership team was seen to be effective with diverse mix of experience and
new talent from outside ANZ”.
4. Will you consider the change in the organization as a success?
“Yes, I will consider the change program to be a success for the bank. These changes were
streamline the working on an internal basis thereby allowing for a greater focus on the