Commercial International Bank's Organizational Change and Analysis

This report analyzes the organizational changes at the Commercial International Bank (CIB), focusing on its transformation from a small corporate-focused bank to a sustainably profitable institution. The report identifies the need for change, driven by rising customer demands for digital banking solutions and personalized services. It explains the change process, highlighting CIB's investments in infrastructure, digital platforms, and data management, including innovations like talking ATMs. The report also discusses the outcomes of the change process, noting CIB's recognition with the Euromoney Award for best bank transformation. It suggests implementing Real-Time Big Data Analytics to manage the challenges of utilizing massive data effectively and concludes that CIB's success hinges on leveraging data in real-time to offer customized products and services. Desklib offers a range of similar documents to aid students in their studies.

Running head: ORGANIZATIONAL CHANGE
Organizational Change
[Commercial International Bank (CIB)]
Name of the student:
Name of the university:
Author note:

1ORGANIZATIONAL CHANGE
Executive summary
The main purpose of this report is to analyze why change happens and how it is maintained in
relation to the Commercial International Bank (CIB). The report identifies if there was any need
for the change in CIB. It also studies the change process in CIB. Moreover, it analyses the
outcomes and suggests a technology to the CIB to effectively maintain its digital transformation.

2ORGANIZATIONAL CHANGE
Table of Contents
1. A brief summary of the organization...........................................................................................3
2. An explanation of why a change was needed..............................................................................3
3. An explanation of the change process.........................................................................................4
4. The outcome of the change process.............................................................................................5
5. Suggesting strategies to implement a more successful change process......................................5
6. Conclusion...................................................................................................................................6
References........................................................................................................................................7

3ORGANIZATIONAL CHANGE
1. A brief summary of the organization
Commercial International Bank (CIB), which is headquartered at Egypt is the most
effective Middle-Eastern bank to undergo the transformation. Over the last 15 years, CIB
underwent a shift from just being a small corporate-focused bank to a sustainably profitable
institution. CIB has more than 500,000 clients and 6,000 employees. CIB is one of the two
Egyptian companies to make in the list of Forbes Top Global Companies. CIB is recognized as
the bank with higher brand equity in Egypt (Cibeg.com, 2018).
2. An explanation of why a change was needed
The transformation is happening in the last fifteen years. On a broader aspect, it is to
address the rising demands for bank all the time at customers’ convenience and their digital
needs. CIB till now has been addressing banking solutions in varieties of forms at the customers'
convenience. Now, they are going digital to fulfill the growing demands for digital banking.
Technological advancements in the banking sector have always redefined the ways consumers
used to fulfill their banking needs. Initially, all works were used to be done on papers. Physical
visits to banks were compulsory. It continued to transform into much easier and less stressful
practices. Few of the examples of transformation are banking transaction through ATM and
‘Mobile Banking’, ‘Smart Wallet’ and ‘Internet Banking’. These advancements have impacted a
significant reduction of consumers' visits to banks. Now, consumers need personalized banking,
which understand their needs, demands and requirements. This is only possible when banks have
the data and are able to offer customized products and services (Japparova & Rupeika-Apoga,
2017). It, therefore, also means that transformation has always been a part of the banking sector
and so of the CIB. Hence, banks with no policy for the change process will perhaps fail to sustain
in a long-term business (Cibeg.com, 2018).

4ORGANIZATIONAL CHANGE
3. An explanation of the change process
With a view to becoming involved in a customer-centric approach, CIB over the last 15
years is undergoing the transformation process. CIB is the largest private bank in Egypt and is
considered the best bank in the world from emerging markets. CIB did always focus on including
inclusive financial services to its package. Innovative banking experience has also been one of
their continued practices. It is due to the fact they are doing huge investments in infrastructural
developments, security, digital platforms, developing and improving its touch points and
focusing on customized solutions to address the evolving intents, needs and expectations of
customers (Cibeg.com, 2018).
A recent innovation of CIB is the talking ATMs, which is never ever being introduced
from any other Egyptian bank. These ATMs are for visually impaired customers who cannot, but
want to bank privately and independently. The innovation addresses and fulfills the needs of
visually impaired customers. Apart from this, CIB is also introducing new features like enabling
a conversion from cash to digital currency and vice-versa, deposit and money transfer and
mobile wallet recharging in traditional ATMs. Hence, CIB worked towards meeting the needs of
consumers to ‘banking on the go’. CIB formed a partnership with one of the largest chains of
hypermarkets in the region. It did so to enable the retailers to deposit and dispense a huge
amount of money the same day. CIB is actually helping both unbanked and banked segments
with needful services (Cibeg.com, 2018).
CIB is currently undergoing the next stage of its transformation to ensure that the bank is
a worthy prospect for both the retail and commercial sectors of the digital era. It is to ensure that
the bank is able to take the advantage from the growing population of middle-class families in
Egypt (Ali & Raza, 2017). They are also working extensively towards improving its IT platform

5ORGANIZATIONAL CHANGE
and the data management system. CIB is focused on harnessing the customer data. It is now able
to use thousands of data points from utility bills to phone and to the social media presence. The
bank has deployed a team of analysts, governance experts and 70 data scientists to look after the
advancements in the data management system (Euromoney, 2018).
4. The outcome of the change process
The success ratio of banks in terms of conducting a transformation is very low. In Egypt
also, other banks such as Emirates NBD and FAB are expected to deliver; however, CIB, in fact,
has shown the real signs of success. CIB won the Euromoney Awards for the Excellence in best
bank transformation for the year 2018 (Euromoney, 2018). The reward and recognition suggest
that things are turning up expectedly well for the Commercial International Bank (CIB). It has
been able to offer innovative and technologically advanced services like talking ATMs, Smart
Wallet, Internet Banking, a very high per day limit for both deposits and dispenses etc. However,
it has just entered into a digital transformation. They are focused on collecting huge samples of
data to work towards offering customized products and services to customers. However, it is
difficult to predict at this point in time that CIB will be able to effectively utilize the entire data.
It is because businesses have found this challenging to use the data in real-time (Brohi, Bamiah
& Brohi, 2016).
5. Suggesting strategies to implement a more successful change process
The identified barrier to the digital transformation of CIB can be managed with the ‘Real-
Time Big Data Analytics'. This facilitates a process to extract the valuable information in just a
few time. This technology is extremely helpful for industries that produce massive data in a very

6ORGANIZATIONAL CHANGE
short span of time. Hence, the ‘Real-Time Big Data Analytics' will be helpful for the CIB
(Wamba et al., 2015).
6. Conclusion
In summary, this can be concluded that the CIB is the best transformation bank in
emerging markets. The bank is progressive towards trending changes. Over the last fifteen years,
it has fetched a number of success with its innovative thoughts and management. However, it is
now into a digital transformation where many have failed. The key to success will not be just
producing massive data, but also utilizing all those in real-time.

7ORGANIZATIONAL CHANGE
References
Ali, M., & Raza, S. A. (2017). Service quality perception and customer satisfaction in Islamic
banks of Pakistan: the modified SERVQUAL model. Total Quality Management &
Business Excellence, 28(5-6), 559-577.
Brohi, S. N., Bamiah, M. A., & Brohi, M. N. (2016). Identifying and analyzing the transient and
permanent barriers for big data. Journal of Engineering Science and Technology, 11(12),
1793-1807.
Cibeg.com (2018). CIB - CIB-Egypt leads the digital banking transformation. [online]
Cibeg.com. Available at: https://www.cibeg.com/English/News/Pages/CIB-Egypt-leads-
the-digital-banking-transformation.aspx [Accessed 9 Oct. 2018].
Cibeg.com (2018). CIB - Commercial International Bank CIB Egypt. [online] Cibeg.com.
Available at: https://www.cibeg.com/English/Pages/default.aspx [Accessed 9 Oct. 2018].
Euromoney (2018). Middle East's best bank transformation 2018: Commercial
International Bank. [online] Euromoney. Available at:
https://www.euromoney.com/article/b181szc4zvf1h6/middle-east39s-best-bank-
transformation-2018-commercial-international-bank [Accessed 9 Oct. 2018].
Japparova, I., & Rupeika-Apoga, R. (2017). Banking Business Models of the Digital Future: The
Case of Latvia. European Research Studies, 20(3A), 846.
Wamba, S. F., Akter, S., Edwards, A., Chopin, G., & Gnanzou, D. (2015). How ‘big data’can
make big impact: Findings from a systematic review and a longitudinal case
study. International Journal of Production Economics, 165, 234-246.