Kiwi Bank Change Management and Leadership Analysis Report - NZDB 605

This report provides a comprehensive analysis of change management and leadership within Kiwi Bank, a New Zealand-based financial institution. It begins with an overview of the bank, its products, services, vision, mission, and strategic objectives. The report then delves into the issues and challenges Kiwi Bank faces regarding change management, including IT crises, consumer behavior shifts, and economic factors. It evaluates various change management models, such as Lewin's and Kotter's models, and recommends the Environmental Adaptive strategy. The report also examines resistance to change and proposes communication plans and leadership styles, concluding with recommendations for participative and delegative leadership within the organization. The report uses the NZDB 605 curriculum to present this study.

Running Head: Change Management And Leadership
CHANGE MANAGEMENT AND LEADERSHIP

2
Change Management And Leadership
Executive summary
Purpose of this report is to focus on the change management of the Kiwi bank and issues
related to the process of change. It has been found that this company has restructured its
organization in 2014. This decision of management has affected its employees. Change
management plan has included an audience of communication, possible reactions,
responsibilities, communication channel, communication objectives, and effective leadership
style. This organization is facing challenges regarding lack of efficient IT structure,
competition, consumer behavior, Asiafication, and others. All of this challenge has been
discussed in this report. Lewin's model of change and the environmental adaptive strategy has
been recommended for change management in the Kiwi bank. It has been concluded that
participative and delegative leadership styles can be implemented within this organization to
manage the change process.

3
Change Management And Leadership
Table of Contents
1. Introduction............................................................................................................................4
1.1 Overview of the organization...........................................................................................4
1.2 Product or services...........................................................................................................4
1.3 Vision and mission of Kiwi Bank....................................................................................4
1.4 Strategic objectives...........................................................................................................4
2. Issues and Challenges regarding Change Management.........................................................5
3. Change Implementation.........................................................................................................7
3.1 Resistance to change.........................................................................................................7
3.2 Four organizational change management strategies.........................................................8
4. Communication Plan and Leadership..................................................................................10
5. Leadership styles and Organizational Culture.....................................................................14
6. Conclusion............................................................................................................................15
Reference list............................................................................................................................16

4
Change Management And Leadership
1. Introduction
1.1 Overview of the organization
Kiwi Bank Limited has been established in 2001 in New Zealand by considering the
companies act 1993. Purpose of this bank was to serve banking facilities at lower fees to the
public. At that time, the banking industry was being ruled by four Australian banks and this
new bank was bound to compete with those organizations (Kiwibank.co.nz, 2018)
1.2 Product or services
Kiwi bank offers several services to satisfy the expectations of its customers. Continuous
improvement in banking services offered by this bank is helping consumers to access banking
easily. Services and products of this bank are mentioned below,
i. Business banking
ii. Personal banking
iii. Nationwide ATMs
iv. International banking
1.3 Vision and mission of Kiwi Bank
Vision of Kiwi bank is to improve as per demand of consumers to serve better value and stuff
to them at lower fees.
Mission of kiwi bank is to provide financial support and banking facilities to their current and
potential customers and deliver sufficient return to shareholders.

5
Change Management And Leadership
1.4 Strategic objectives
Kiwi bank has three main strategic objectives and they are trying to meet these objectives
with their business operations and strategic management. First strategic objective of this bank
is to value customers’ need. Second strategic objective of this bank is to help public to access
banking services at relatively lower cost. Third strategic objective of this bank is to expand
continuously to remain competitive.
2. Issues and Challenges regarding Change Management
Issues and challenges
Kiwi bank is facing different challenges and issues at present. Changes in the banking sector
in New Zealand have occurred in different areas. This includes demographics and
technology. Kiwi bank must cope up with this change to offer proper service to customers.
Moreover, consumer behavior has also changed as they want more prompt and fair service
from banking corporations. Other challenges that kiwi bank is facing are subdued macro-
economy and interventionist government.
Evaluation of current scenario
Some phases in change management life cycle must be implemented after assessment if
current stage (May & Stahl, 2017). At present kiwi bank is facing an IT crisis as the bank
saw a new system abandoned. This bank is forced to write off $100 million due to this crisis.
Besides, openness and transparency is another issue that is being faced by this bank.
Employees of a bank must be fair enough in process to provide maximum value to clients
(Tidd & Bessant, 2018). Moreover, the new CEO also identified different need of changes,
which includes better customer service, change in performance with more energy, increase in
openness and fairness. Moreover, change in IT infrastructure is also required as restructuring
and improving IT facilities can help to increase speed of service and engage customers. This

6
Change Management And Leadership
can help to increase competitive advantage of the company (Fernandez & Rainey, 2017).
Different steps have already been taken by the bank to engage people in restructuring. This
includes employee assistance program, workshops and supporting leaders for supporting
people. For implementing the change, previously the bank involved employees in design
process and recruiting treasurer and CEO. for achieving the desired state, implementation of
IT restructure and increasing efficiency and productivity of employees is essential.
Evaluation of change management models
There are different models regarding change process in an organization that includes:
Lewin’s change management model: Kur Lewis has developed this model in the year of
1940. This model involves three major steps of change, which includes unfreeze, change and
refreeze. As opined by Kaufman (2017), during unfreeze step, a company needs to determine
the needs of change and ensure support from senior management. Moreover, collection of
information and understanding of risks must be done in this step. Next step involves
preparation of a communication plan and empowers action to bring the change. After this, in
refreeze step, the change must be anchored in the organizational culture.
Kotter's eight-step model of change: John Kotter has formulated the model in the year of
1955. This model involves eight steps that can be adopted to bring in a change.
Creation of urgency is the first step, which should be done around the need for change
(Petrou, Demerouti & Schaufeli, 2018). After this, convincing targeted people needs to be
accomplished regarding the change to form a powerful coalition. Creation of a vision for
the change is also necessary to gain success. In addition, communication of the vision and
removing barriers are two most important steps that can help in successful implementation
of the change. Other steps are development of short term wins, building the change and
anchoring change in culture.

7
Change Management And Leadership
ADKAR model for change: This is a goal-oriented model that leads to organizational
change (Al-Haddad & Kotnour, 2015).
Figure 1: ADKAR model
This model is created by Prisci and contains five specific outcomes that organizations must
achieve for bringing in a change successfully.
Recommendation to Kiwi Bank
It can be recommended that Lewin’s change management model can be adopted by Kiwi
bank for gaining success in change management. This is because the change management
structure provided by this model is prompt and different essential tasks like risk management
can be done efficiently. Hence, a thorough analysis can be done regarding the change in a
proper way.

8
Change Management And Leadership
3. Change Implementation
3.1 Resistance to change
Organizational change affects mindset of internal stakeholders and they resist the change.
According to Kim (2015), any change in organizational structure leads to changes in the
current working practice and it affects employee's comfort of working. Kiwi bank has first
restructured in 2014 and this change within the organization has affected its employees.
Teams within this bank and relationship between them got influenced by this restructuring.
Reform of perspectives has created stress on employees. This kind of workplace stress leads
to resistance to change as employees try to be comfortable with constant working practice.
Uncertainty of long term employees has taken place. At that moment, the management of this
bank has taken initiatives to manage this situation. They have engaged their employees in the
process of restructuring and workshops have been organized to support employees to cope up
with change. On the other hand, leaders of this company have been supported by the
management for supporting and managing their subordinates. These approaches of
management have helped to mitigate the issue of resistance to change within the kiwi bank.
3.2 Four organizational change management strategies
Four strategies for managing organizational change are mentioned below,
● Power-coercive strategy
This strategy helps managers to control and manage the operations of business as required
during the change. It is expected that employees will cooperate and will do whatever the
instruction of the management. Advantages of this strategy may be considered by large
organizations like Kiwi bank to manage change within their organization. Managers and
supervisors may have the supreme authority to manage change and employees may be
asked to follow the instructions. According to Boone (2015), this strategy helps to maintain

9
Change Management And Leadership
policy, standards, and procedures of organizations. However, implementation of this
strategy may enhance resistance to change as this strategy does not allow employees to
explain their issues with organizational change. This aspect can be considered as the main
disadvantage of this strategy.
● Normative Re-Educative strategy
This strategy is about involving people within the change process and reforming of the
existing culture. As mentioned by Ramos (2018), this strategy allows management of an
organization to redefine values and cultural norms to manage employees during
organizational change. It helps to make commitments to employees regarding maintaining
their cultural beliefs. Advantage of this strategy includes its ability to engage people
within the change management process and it reduces the level of change resistance
within organizations. However, this strategy cannot be considered for getting a quick
outcome. It takes time to reform cultural belief of people and implementation of this strategy
need a longer deadline.
● Empirical-Rational change strategy
This strategy makes management believe that employees need to make their own decision
after getting informed about organizational change. As stated by James & Stewart (2017),
employees are considered as rational beings while implementing this strategy. Advantage of
this strategy is that it allows management to communicate with employees to make them
understand the importance and need for change within the organization. Incentives can
be offered for influencing people to cope up with organizational change. However, this
strategy is difficult to be implemented if the incentive available in a small or limited
amount. This fact can be considered as the main disadvantage of this strategy.
● Environmental adaptive strategy

10
Change Management And Leadership
The principle of this strategy postulates that people oppose change as they lose their comfort
of working but adapt the change gradually for their own benefit. According to Monnot
(2017), implementation of this strategy helps organization to make employees understand the
importance of cope up with change for their own benefit. This strategy can help in
transformational change within minimum time period and it is the main advantage of
this strategy. On the other hand, this strategy is not suitable for incremental or gradual
change and this fact is a disadvantage of this strategy.
Recommendation to Kiwi Bank
The Environmental adaptive strategy can be considered by the Kiwi bank to manage its
employees during restructuring. Implementation of this strategy may help this firm to transfer
the burden of change management to its employees. They will need to make employees
understand that cooperating with change process is beneficial for them. It may be possible to
get the outcome within minimum time by implementing this strategy.
4. Communication Plan and Leadership
Role and importance of change agent
Change agents need to perform several roles for implementing a change successfully, which
can be done through versatility and different skill sets (Cummings, Bridgman & Brown
(2016). In kiwi bank change agent need to influence the change through the help of thee roles.
Investigation is the main role that involves activities of searching for information to
implement the change. Encourage is another role that helps to change behavior and attitude of
the audience. Moreover, Hussain, Lei, Akram, Haider, Hussain & Ali (2018) argued that
management is the most important role of a change agent that helps to meet goals and
objectives of a change.
Identification and evaluation of the role of communication

11
Change Management And Leadership
Communication is necessary in every step of change management that kiwi bank will
improvise to meet the objectives of change. As stated by Iles (2017), communication can be
considered as a core of any successful change management and these processes are connected
together. Communication helps to motivate employees to bring in a change. Moreover, Tang
(2019) stated that communication helps to increase understanding of goals and objectives of
the change management process during unfreezing stage. In addition, thorough discussion
about the progress of the change and risk management process can be done by effective
communication in move stage. Here, communication plays a vital role in detailing the process
and enables sharing of information. In refreezing stage, communication helps to build a clear
understanding of the change among employees. This can help the change to embed in
organizational culture.
Communication plan
There are different elements of this communication plan that are described below:
Communica
tion
audience
Backgrou
nd of
audience
Potential
reaction
Objective of
communicat
ion
Responsibil
ity
Channel
and
frequency of
communicat
ion
Leadersh
ip styles
Employees Employee
s are
essential
stakeholde
rs of this
Employe
e can
resist the
change.
This is
To increase
openness and
transparency.
To increase
productivity
Directors
managers
Newsletters
need to be
published in
each week.
General
Participa
tive
leadershi
p style
can be

12
Change Management And Leadership
company.
Previously
they have
been given
support
like
arrangeme
nt of
workshops
.
However,
they lack
energy
and
openness.
because
they are
accustom
ed to a
particular
process.
of
employees.
To increase
their
efficiency to
use new IT
infrastructure
.
meetings
must be
arranged in a
gap of 6
months.
followed
in this
part. This
can help
to
encourage
the target
group of
audience
to engage
in
decision-
making
process.
Senior
management
Senior
manageme
nt includes
the
directors
and other
board
members
of the
They can
accept
the
proposal
of change
because
these
changes
can help
To increase
their
leadership
qualities.
To take
effective
decisions
regarding IT
restructuring.
CEO Meetings
that must be
arranged in
every 2
months
Delegativ
e
leadershi
p style
can be
followed
for this
audience.
This is

13
Change Management And Leadership
bank.
They must
realize the
necessity
of
restructuri
ng of IT
facilities.
to
mitigate
current
challenge
s that are
faced by
the
company.
because
they need
little
guidance
as they
are highly
qualified
experts.
Evaluation of transformational change in kiwi bank
Transformational change helps to alter techniques used by an organization and incorporate
new plans. Kiwi bank can incorporate new IT technology to increase the pace of operations.
Implementation of IT infrastructure needs to be accomplished through proper decision making
and leadership of senior management of this company. As opined by Hornstein (2015),
transformational change can be brought by increasing essential services of a firm. Kiwi bank
can bring transformational change through increasing customer service. This can be done by
improving services, increasing transparency and providing more values to customers
especially home buyers and small businessmen. This change can be brought by engaging
employees through different tools like communication in an effective way and providing
ample chance of personal development. In addition, feedback can be collected from customers
and improving essential banking services can be done by incorporating feedback.
5. Leadership styles and Organizational Culture
● Diagnosis and evaluation of organizational culture

14
Change Management And Leadership
Deep assumption approach guideline can be used to diagnose and evaluate culture within the
Kiwi bank. Behavioral examples including stories, daily routine, valuing employees help to
understand organizational culture (Rosenbaum, More & Steane, 2018). Management of this
bank is supportive to employees and they are helping their employees to cope up with
structural change. This company understands personal beliefs and values of employees.
According to the deep assumption guideline, organization must not share their assumption
with all employees. Rather, they can share it with selective employees. It has been found that
this bank shares their cultural assumptions with leaders and helps them to manage their
subordinates. It means that they are maintaining good organizational culture and changes in
structure have not affected their cultural assumption.
● Leadership style for socio-cultural environmental change
The following table is consultant style matrix for proposing leadership style
Director Thinker
● Able to make quick decisions
● Takes risks
● Goal-oriented
● Focus on process and fact
● Ensure quality control
● Emphasize on precision
Expresser Harmonizer
● Emphasize on people
● Idea centered
● Takes risks
● Focus on relationship
● Emphasize on team
● loyal
Participative and delegative leadership styles are required within the Kiwi bank to manage
people after restructuring. However, the above-mentioned matrix is showing appropriate
characteristics required in leaders to manage change. A leader with different roles including

15
Change Management And Leadership
director, thinker, express or and harmonizer have different levels of strengths. Both
participative and delegation leaders need to understand their role and responsibilities to shape
organizational culture. On the other hand, Iles (2017) have mentioned that employees need to
cooperate with leaders to use their strength to maintain good organizational practice.
6. Conclusion
It can be concluded from the above discussion that transformational change is required in kiwi
bank to cope up with current challenges. Different essential challenges like change in
customer behavior must be mitigated to gain competitive advantage. Moreover, different
issues like lack of transparency and improvement in IT infrastructure need to be achieved
through the application of Lewin's change model. Productivity of employees can be increased
through appropriate leadership styles. They can be engaged in the decision-making process,
which can motivate them to adopt the change.

16
Change Management And Leadership
Reference list
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model
for successful change. Journal of Organizational Change Management, 28(2), 234-
262. Retrieved from:http://www.cin.ufpe.br/~llfj/Emerald/Integrating%20the
%20organizational%20change%20literature%20-%20a%20model%20for
%20successful%20change.pdf
Boone, J. (2015). Leading learning organizations through transformational change: Making
the case for blended learning. International Journal of Educational Management,
29(3), 275-283. Retrieved
from:https://www.emeraldinsight.com/doi/abs/10.1108/IJEM-06-2013-0096
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-
60. Retrieved from:https://journals.sagepub.com/doi/pdf/10.1177/0018726715577707
Fernandez, S., & Rainey, H. G. (2017). Managing successful organizational change in the
public sector. In Debating Public Administration (pp. 7-26). Routledge. Retrieved
from:http://johnjay.jjay.cuny.edu/files/ManagingChange.pdf
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298. Retrieved
from:https://fenix.tecnico.ulisboa.pt/downloadFile/845043405428940/13%20The
%20integration%20of%20project%20management%20and%20organizational
%20change.pdf
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt
Lewin's change model: A critical review of the role of leadership and employee

17
Change Management And Leadership
involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-
127. Retrieved
from:https://www.sciencedirect.com/science/article/pii/S2444569X16300087
Iles, V. (2017). Leading and managing change. ABC of Clinical Leadership, 24(1), 49-87.
Retrieved from:https://scele.ui.ac.id/berkas_kolaborasi/konten/MKK_2014genap/
ABC.pdf#page=29
James, P., & Stewart, S. (2017). The European environmental executive: technical specialist or
corporate change agent?. In Greening people (pp. 143-161). Routledge. Retrieved
from:https://www.taylorfrancis.com/books/e/9781351283045/chapters/
10.4324/9781351283045-6
Kaufman, H. (2017). The limits of organizational change. Routledge. Retrieved
from:https://content.taylorfrancis.com/books/download?dac=C2017-0-53051-
2&isbn=9781351480079&format=googlePreviewPdf
Kim, T. (2015). Diffusion of changes in organizations. Journal of Organizational Change
Management, 28(1), 134-152. Retrieved
from:https://www.emeraldinsight.com/doi/abs/10.1108/JOCM-04-2014-0081
Kiwibank.co.nz (2018), About, Retrieved on 21st July 2019 from:
https://www.kiwibank.co.nz/
May, G., & Stahl, B. (2017). The significance of organizational change management for
sustainable competitiveness in manufacturing: exploring the firm archetypes.
International Journal of Production Research, 55(15), 4450-4465. Retrieved
from:https://www.researchgate.net/profile/Goekan_May2/publication/
311089864_The_significance_of_organizational_change_management_for_sustainable
_competitiveness_in_manufacturing_exploring_the_firm_archetypes/links/

18
Change Management And Leadership
59e24dc3aca2724cbfe0115f/The-significance-of-organizational-change-management-
for-sustainable-competitiveness-in-manufacturing-exploring-the-firm-archetypes.pdf
Monnot, M. J. (2017). Organizational change agent influence: A conditional process model of
key individual psychological resources. Journal of Change Management, 17(3), 268-
295. Retrieved from:http://www.chartlab.org/pubs/Monnot%20(In%20press)
%20Organizational%20change%20agent%20influence%20a%20conditional
%20process%20model%20of%20key%20individual%20psychological
%20resources.pdf
Petrou, P., Demerouti, E., & Schaufeli, W. B. (2018). Crafting the change: The role of
employee job crafting behaviors for successful organizational change. Journal of
Management, 44(5), 1766-1792. Retrieved
from:https://www.wilmarschaufeli.nl/publications/Schaufeli/492.pdf
Ramos, W. J. (2018). Organizational Change and Dimensions of Learning Organization in
Manufacturing Firms. Review of Integrative Business and Economics Research, 7, 62-
75. Retrieved from:http://buscompress.com/uploads/3/4/9/8/34980536/riber_7-s3_k18-
089_62-75.pdf
Rosenbaum, D., More, E., & Steane, P. (2018). Planned organisational change management:
Forward to the past? An exploratory literature review. Journal of Organizational
Change Management, 31(2), 286-303. Retrieved
from:https://www.academia.edu/download/56987827/Planned_Organisational_Change
_Management_-_Forward_to_the_Past_.pdf
Tang, K. N. (2019). Change management. In Leadership and Change Management (pp. 47-
55). Springer, Singapore. Retrieved
from:https://www.researchgate.net/profile/Greg_Wang/publication/315745050_Chang
e_Management/links/5bcd521f299bf17a1c661d30/Change-Management

19
Change Management And Leadership
Tidd, J., & Bessant, J. R. (2018). Managing innovation: integrating technological, market and
organizational change. John Wiley & Sons. Retrieved
from:http://erl.ucc.edu.gh/dspace/bitstream/123456789/3001/1/%5BJoe_Tidd
%2C_John_Bessant%2C_Keith_Pavitt%5D_Managing_In%28BookZZ.org%29.pdf