This report provides a detailed analysis of the business transformation and change initiatives implemented at Hong Kong and Shanghai Banking Corporation (HSBC). It examines the nature and drivers of change management processes, including the introduction of the Managing for Value (MFV) strategy and its impact on employee morale and organizational culture. The report delves into the initial corporate culture of HSBC, utilizing the cultural web model to assess the organization's strengths and weaknesses. It explores strategies to overcome resistance to change, such as employee education and the implementation of Lewin's change model. Key performance indicators, including employee performance, customer feedback, and supplier relationships, are also discussed. The report concludes by summarizing the challenges faced by HSBC and the strategies employed to improve organizational performance and employee behavior.
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