Evaluation and Reflection on Change Management at NAB

This report provides an evaluation and reflection on change management, focusing on the case of National Australia Bank (NAB). The report begins by outlining the importance of change management at the project level and then provides background information on NAB, including its market position and the drivers for change. It explores the implementation of change management as a central capability within the organization. The report then analyzes the role of stakeholders in change work, including their interests and influence, and proposes strategies for effective stakeholder management. An instance of organizational change experienced at NAB is analyzed, particularly the changes in technology and the application of Kotter's change management model, including the eight steps. The report also evaluates the appreciative inquiry approach to organizational change, discussing its advantages and disadvantages and proposing its application in a real-world setting. Finally, the report addresses engagement, resistance, and ethicality in managing change, providing recommendations for gaining buy-in from stakeholders and managing resistance effectively.

EVALUATION AND REFLECTION ON CHANGE MANAGEMENT
Evaluation and Reflection on Change Management
Name of the student:
Name of the university:
Author Note

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Demonstrating the change project scenario:
Change management at the project level indicates the assuring the fact that the project gains
expected outcomes and result. This is through supporting the distinct transitions needed by the
project. As any business install the latest technology, the staffs should be adopting that and utilizing
that for delivering the value. The project level change management delivers particular steps, actions,
plans and strategies concentrating on employees affected and working in aligned to the project
deployment.
For the present case, the change management at National Australia Bank is chosen to be
evaluated. The organization is one of the leading financial institutions as per market capitalization,
customers and earnings at Australia (Notes & Series, 2019). It is ranked as the 21st largest banking
sector internationally as seen from the market capitalization point of view and 50th biggest bank as
fetched as per the overall assets during 2014. It is regarded as the 49th biggest organization of the
world as per a report during 2016. Again, as per 2014, it is seen to be operating about 1600 service
centers and branches. It has 4,412 ATMs around Asia, New Zealand, Australia and serving about 12
million clients (Kramer & Foley, 2018). The pace and volume of the large-scale change have been
driving the necessities of the bank to turn to be more purposeful and consistent with achieving the
return on the primary strategic investments. Given these points, the changes can be controlled in
both informal and formal methods generating various degrees of their success. Their experience with
the primary driver of their success in that discipline is the motive that they deployed a meaningful
and structured approach to manage individual’s risks related to that change. This helped with
sustainability, repeatability and consistency of all the vital to success in long-term success (Hayes,
2018). Nonetheless, the change has been to implement change management as the central ability
under global, diverse complex and large financial institution. The estimated solutions included the

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defining operating model with governance for change management. Besides, they have aligned the
change management and project frameworks. Further, they have standardized the change
management around their business and expected to deploy a learning curriculum of change
management. The initial step that NAB’s organizational effectiveness undertook has been to define
the operating model for scaling their change management around their global reach. Thus, they
delivered the clarity regarding the change management that can fit the project structure. This
involves the setting of trigger points and initiate the works of change on the big-scale projects and
deploy the easy ownership of particular activities and roles for the resources of change (Doppelt,
2017). As a result, NABs story of the ability of intentional change management developed around
the worldwide enterprise has generated various results that their Centre of excellence has
commissioned to develop from the very first. Currently, it is foundation of solid and innovative
change management with internal practice.
Topic 5: Stakeholders in change work
National Australia Bank has managed to stay as the primary stakeholder for the business.
Controlling the bank as the stakeholder needs to sustain regular contact same as the primary
suppliers and customers. It has involved the scheduled meetings for keeping the bank upgraded on
business performance with trends in industry related to their business. This has been the scope to
openly evaluate the opportunities and risks and discuss what they are been performing for
controlling those. The stakeholders of NAB has understood well their bank has remotely monitored
their performance of business and the sector performances prior they address issues and challenges
related to them (Cameron & Green, 2015). The residual has been pro-actives with NAB highlighting
them that they have been managing the business. NAB and their credit department have been

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disliking surprises. More they treated their bank as the stakeholders, higher they have been
supporting to have from them.
Figure 1: “Stakeholder power/interest analysis for National Australia Bank”
(Source: Hornstein, 2015, pp. 291-298)
The consequences of the stakeholders are demonstrated hereafter. Firstly, the topic
specialists have researched, advocated and campaigned for influencing the change. This is behalf of
the environment, communities and customers. The public and media vices including the social media
influencers and journalists have brought problems that affect the environment, communities, and
customers for public attention across numerous channels. Next, the policymakers have taken
problems with consulting and policy return (Lewis, Cantore & Passmore, 2016). Further, they have
been found to make recommendations, laws and regulations. The bank representatives are liable for
service and product delivery has been facing the brands. The investors have been interested in non-
financial and financial performances as per long, medium and short terms. Next, there is a topic
specialist. They included the academics, government organizations and consumer groups. They are

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found to be researching, campaigning and advocating for influencing the change from the behalf of
environment, communities and customers. All of these are connected to NAB’s most important
stakeholder group or the customers. However, the current project has failed to assess the positions of
the main stakeholders. On a different note they could have followed various stages that are discussed
hereafter. Moreover, they can scheduling regular meetings to giving updates regarding their
business. For the current case, quarterly meetings are effective targets. Further, they can provide
good flow of data on business management. This can involve the management accounts delivered in
time on quarterly basis (Altamony et al., 2016). Apart from this they must provide timely yearly
returns of taxes and accounts. Besides, they must deliver timely forecasting for their future sales and
analyze the security structures or floating or fixed covenants and charges. As good time are there
NAB might be open for relaxing those. Nonetheless, in problematic times they might need to
strengthen their place. Besides, they must control the covenants on quarterly and monthly basis. As
the breach covenants one can engage NAB earlier and agree on various remedial activities (Lines et
al., 2015). Furthermore, they must have trusted type of advisors like insurance brokers, lawyers and
accountants. With access to professional advisors demonstrating their capability of mitigating the
risks. Besides, they must diversify their relationships of banking. With the competitive tensions for
the early reviews that are vital for those parties. This indicates that they can benchmark regularly the
terms and pricing and just rely on one single bank. Thus for the customers, to team NAB as the
stakeholder in their business can result in sustainable relationship for those parties.
Topic 7: Example of organizational change experienced
One instance of organizational change experienced at NAB. The changes in technology as
defined broadly comprise of three vital implications regarding their organizational design. Firstly,
this has been the form of the innovation of automaton. For the present situation, the usage of

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technology has consisted of visible impacts on the organizational structure. It has enabled NAB to
develop as per the impacts and outputs. For example, this has involved the transaction of customers
every day with shrinking the number of personnel. It has been frequently connected to the workforce
deskilling through latest technology has been related due to the rise in ratio of the unskilled and
skilled workers. Examples of this have included the unskilled to skilled workers, various computer
programs, machine setup personnel, missile guidance technicians called for interacting or maintain
with tools replacing the bank tells, assembly line operators and cannoneers (Jayatilleke & Lai, 2018).
Here, the model for Kotter’s change management was used. The change management theory of
Kotter has been a leading and most adopted model at many banks throughout the world. This theory
of change management is been distinguished into various steps. They are demonstrated below.
Step One Creating an urgency
Step Two Developing powerful coalition
Step Three Developing vision for change
Step Four Communicating the vision
Step Five Eradicating obstacles
Step Six Generating short-term wins
Step Seven Developing the change
Step Eight Anchoring changes under corporate culture.
In this case, all of them have been concentrating on the primary principle related to the
reaction of the people for changing. The stages involve the rise of urgency. This includes
development of the urgent sense among the individuals such that they can be motivated to progress
further for those aims. Next, they should build the team. This is related to the gaining of proper

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individuals on their team through choosing the commitment, knowledge and mixture of skills. Next,
they must get the vision proper. It is related to develop a suitable vision through considering the
accounts and never the strategy and also the objectiveness, emotional connect and creativity. By all
means, there is communication with the people about the changes and the necessities are also vital
elements of the theory of change management. Further, they must get things to be moving (Pick et
al., 2015). For getting the things to empower actions and to move, NAB requires the support and
eradicate the roadblocks and deploy the feedback in constructive manner. Besides, they should be
focusing on various short-term goals and divide the aim to achievable and small parts in effective
manner for gaining success despite much pressure. Again, they must never give up. For the present
situation, the persistence is the doorway of success and vital never to give up. As the process of
change management continues this is irrespective of the fact how strong elements has been seeing to
be. Further, they must be incorporating the changes. Apart from managing changes inefficient way,
this has been vital to reinforce that and likewise make that the essential elements of the culture of the
workplace.
Important elements observed in the model are discussed hereafter. It has been a constant
model that is simple to incorporate and follow. Here, the primary concept is to accept the
modifications and develop that instead of changes that. Nonetheless, there are many concepts that
have also never worked. As this has been the constant model, no such step could be skipped for
reaching that one beyond that. This overall procedures provided in the model has highly time-
consuming (Dawson, 2019). Nevertheless, for future changes, various elements can be
recommended. It must be reminded that leaders of successful change have seen issues and solutions
for the issues. They have been choosing people utilizing compelling and engaging situations for
change behaviour. In the current case, people-driven approach can be recommended helping to

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witness the cause for change. For the changes, the following aspects are suggested to be followed by
NAB:
 Seeing:
o Eye-catching and compelling situations can be developed for showing people what
the issues have been and the ways of resolving that.
 Feeling:
o To witness the ideas evoking effective emotional reactions motivating people for
actions.
 Changing:
o This latest feeling can reinforce and change the behaviours making people perform
harder tasks for making reality of good vision. This change has been immediate and
has required for reinforcing for keeping that momentum up (Gerbec, 2017).
Topic 8: Analyzing and evaluating an appreciative inquiry approach:
Keeping the present case in mind, the appreciative inquiry process is been chosen. It
differentiates itself from the additional organizational change models and visioning to focus on the
best of what it has been and used that as the base to develop further directions. As various
conventional processes have started through concentrating on the problems and pitfalls, the
appreciative inquiry seeks individuals for exploring the success and strengths already present. This
has been both externally and internally. The positive approach has been leading for extraordinary
performance through reinforcing the relationships and the culture. This creates the common direction
and vision, promoting innovation and learning and the collective action energizing. It follows some
distinct phases known as 4-D cycles (Jick & Sturtevant, 2017). This includes the discoveries where
the participants can explore the best determining strength of the organization, source of excellence

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best practices, peak performance, vital and excellence. Next, there is the dream. Here, the
participants have been envisioning the future that they actually wanted to comprise of the future
where the organization has been totally engaged and is seen to be successful across the strategies
objectives and core purpose. Next, there is the design. Here, the participants are able to leverage the
best and the visions regarding the future for designing greater effective strategies moving the
business creatively and in the proper direction decisively (Zsolnai, 2015). Lastly, there is a destiny.
In this case of NAB, the participants can put the strategies into motion and revise where needed.
This appreciative inquiry is an effective theoretical framework for NAB under positive psychology
with positive organizational scholarship. There are ideas that have been forming the foundation of
the appreciative inquiry. They are the wholeness, inquiry and appreciation. Regarding appreciation,
this is identified as the best to the people and to the entire banking business of NAB (Fernandez &
Rainey, 2017). Further, this draws the strengths of organizations and individuals. Further, the
strengths are the base on which future can be created. Next, there is the inquiry. For inquiring
questions are to be asked. Taking part in appreciative inquiry procedure needs the attitude of
curiosity with the effort of discovery. Regarding wholeness, the ultimate tenant of the completeness
encourages participation from very organizational levels. This is through knowing the smartest
concepts emerging from unexpected areas. Apart from this, appreciative inquiry can encourage
searching for external viewpoints. This is an entire-system procedure.
The discovery is the founding tone for creating sustainable and new norms. Having
appreciative inquiry one can move the talent and strategic management strategies from the buy-in
commitment to ownership and understanding. The appreciative inquiry seeks the positive core of
NAB and uses that as the base for further development. Next, it is applicable and is grounded n tales
d what has been occurring previously and thus notably practical (Georgalis et al., 2015). In addition,
it has been provocative and appreciative inquiry has been inviting to consider risks such that they

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imagine the future and can redesign the business to bring that about. Having the energy and security
achieved from that exploration of most effective at NAB, individuals have felt to react to the
provocative propositions regarding future. Next, it has been collaborative. Appreciative inquiry has
been the type of collaborative inquiry. This has been every time including the entire NAB and the
representative of the cross-section of the entire banking business. Thus in this way every voice can
be heard and the contribution of the people can be valued (Humphries, 2016).
Topic 9: Nature of resistance:
The resistance to change means the actions undertaken by groups and individuals while they
perceive the change happening as the threat to them. The changes primarily are the variation of the
previous measures, conventions and customs. The insights of managing resistance involves
overcoming oppositions, engage the employees effectively, deploy changes at various stages and
communicate with the change efficiently. As every organizational function under the dynamic
scenario has the consistency to change for making success. The change management consists of
various strategies helping to facilitate for smooth adopting of those changes. This is the human
nature for counteracting the changes and maintaining status quo. However, as the changes are
inevitable, rather than limiting changes NAB should try to deploy with least hassle. The resistances
to the changes has been implicit and overt. The staffs of NAB are able to respond to the
modifications in policies having outright protests and rejections. Thus they can refrain from
displaying the disapproval inexpressive way (Whyte, Stasis & Lindkvist, 2016). However, this never
been implicitly through accepting the changes. Thereupon, the managers have been understanding
the issues and helping staffs to adopt the changes in smooth way. There are various causes of
resistance to the changes. For facilitating changes ad transitions, the managers must determine the
appropriate cause of resistance. These resistances to the changes are common factor in banking

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sectors like NAB. Much common cause for this involves that individuals never find that convenient
or continuing to perform anything and has been always performing that. To make anything to learn
new thing is complicated. Besides, the changes bring modifications in the influence, powers and
duties. Thus the people for whom the changes have been affecting adversely has been resisting
(Lopez & Medina, 2016). Again, individual’s adamant about maintaining customers apart from
considering risks and performing new things can every time resisting the changes. It occurs because
of insecurities and lack of creativities and the will power.
There are various insights on managing resistance for NAB. Firstly, there is employee
resistance. This resistance to the change commonly begins at middle management. This is because
they are related mainly with the way the change can impact the specific department. This is instead
of starting at those changes in a holistic way. The attitude is able to extend the staffs who have been
comfortable with NAB’s status quo. They have been wary of the modifications that indicate and the
workday. Though the change id deployed, NAB’s employee resistance can go on particularly as they
feel the change is been occurring from any unwanted responsibilities and works and even the job is
threatened (Walford, 2018). To overcome the specific hurdle needs multifaceted approach involving
various approaches. Regarding transparency, the staffs of NAB need to understand the reason why
the changes are done. This never benefits the changes to be provided. Through acknowledging the
issues and demonstrating the way the modifications are expected to resolve them are helpful to know
the cause of change and correspondingly get them established. Further, effective training is essential
particularly as the new technologies are introduced. Next, there must be managing and exertion of
involvement. Staffs can witness that leadership gets invested in the change. A clear plan must be
there for administering the change and react to the issues. Next, there is communication. All the
change management planning must involve the primary focus to be clear. This must be consistent
with the communications around various channels permitting the engagement an next the back-and-

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forth happening between management and workers. Further, there are issues with communication
(Pulakos et al., 2015). At this place NAM has been stumbling. Additionally, the experts have been
seen to be marketing themselves across the world where NAB has been struggling in making
communication with their staffs. Commonly, this indicates that fewer communications, fewer
channels and fewer stakeholders to be communicating with the staffs. However, implementing new
technologies is a rising issue that has been encountered at NAB. This is trumpeted as the greatest and
latest issue. Here, the staffs have been seeking their total workflow changing due to those new
technologies. This is due to the fact that the expense of the latest technologies is prohibitive in
nature. There are pressures in getting them up along with running as fast as possible (Olins, 2017).
Topic 10: Role of ethical behavior in a change management project:
The role of the ethics within change management can be seen as the two-way relationship.
Here, the programme or project manager needs to be aware of the values of the people, generate
secured environment where individuals can get the scope of sharing voices and make
communication honestly. Besides, they must be respectful regarding the feedback received. Again,
the staffs must have the ethical imperatives of avoiding the resistances, lying and witness
backstabbing as the issues are managed by leaders and totally understand the interest of the
organisation. As NAB considers how important has been this has been for business for deploying the
changes to remain competitive, the development of people, rise inefficiency, it has been clear that
the business leaders must be one to champion and inspire the positive changes. NAB can approach
that change in many ways. At first, the top leaders must decide to change and coupled with push that
down for the residual part of business. At many instances, such as acquisition and merger, the
approach is the most sensitive one because of its confidential type of nature with those deals. Next,
the top leaders are able to include the other staffs and leaders in business. This is to decide what

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modification can be done. Any change of process and improvement is a smart instance where they
can weigh-in from staffs and leaders for helping the buy-in for the entire decision (Bright et al.,
2017). As their leaders understand the importance of technical elements while the change occurs,
they can also take into consideration of the non-technical elements like communication, relationship
and ethics. Human beings commonly like the routines as there they can feel secure. People are aware
of the fact how to perform the tasks in specific manner and next adapt the style to the situations. As
they stay under a similar state for prolonged time, it is complicated to fetch the changes to be good
for individual people (Graham et al., 2015). Thus changes generally generate to fear of the unknown
facts regarding how their liabilities have been distinct. People display distinct reactions to the
change. They can embrace that and progress enthusiastically. Besides, they can accept that and as
well as get by and resist that actively. NAB’s leaders should identify and react to those behaviours
by themselves and to their employees.
There were many ways ethics is been compromised within the change project of National
Australia Bank. Most of the people relate the change to the adverse emotion as they hear that to be
looming. For instance, any abrupt personnel change is tough for making communications. This is
particularly as they never initiate the changes and can agree on that. At this case, one might never be
the best employee for NAB for communicating the change with others (Kin & Kareem, 2015). To
summarize, they can read their micro-expressions and analyze whether they are incongruent or
congruent with the speech. As one requires to make communication with personnel change and
complicated situation. They must stick to the facts and assure that can feel supported. As they are
unable to perform the risk the jobs can be lost in near-term. To lie to the employees can bring lose to
them and organizational credibility. Speaking the truth, more essentially, though difficult is the
suitable thing to perform. Fortunately, the organizational change experienced can be positive and
develop NAB and people’s lives that it impacts. Through the change can be tedious, the outcome of

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the change is effective for the people involved with relationship management and the administration
related to the vendors. On the whole, as the effects of the changes are communicated appropriately,
it is simple for the staffs to endure the short-term complexity or prolonged development
(Kagermann, 2015).
Many approaches can be undertaken for preventing that from occurring. Same with the
organizational change, small changes in the approach to leadership comprise of large outcomes.
Understanding the efficient techniques of change management in every kind of changes is helpful to
create better habits. This is also useful to undertake huge change management projects simpler
(Burke, 2017). Leaders of NAB must take part in various activities of transition for showing that
they can invest in their tasks for making the changes occur. They should be honest regarding their
tasks to deploy the changes. In essence, the honesty and accountability must motivate other people
for working towards the changes needed and the modifications in the organization necessities.

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