KMGT 673: Strategic Change Management & RBC's Organizational Design

This paper examines the strategic change management practices at the Royal Bank of Canada (RBC), focusing on how the organization's structure supports sustainable growth and development in a dynamic environment. It assesses RBC's hierarchical structure, emphasizing the role of delegation and the importance of aligning business models with sustainability efforts. The paper also evaluates how decision-making processes contribute to long-term sustainability, corporate governance, and stakeholder engagement through initiatives like youth welfare, financial literacy, and footprint reduction. By analyzing RBC's core activities, the paper highlights the organization's ability to adapt to global business context changes and contribute to both societal and environmental well-being.

Running head: STRATEGIC CHANGE MANAGEMENT
Strategic Change Management
Name of the Student
Name of the University
Author Note

1STRATEGIC CHANGE MANAGEMENT
The choices of the business plan is significant for an organization in aligning their
amendments for the sustainable growth and the development. The conduction of the same is
in need to be carried out with a precise focus on the presence of the delegation for the
achievement of such objectives. Hence the importance of making the reflection of the
delegation clear to the organizational structure is observed to be significant. The paper is
focused in the elaboration of the structure of the Royal Bank of Canada and also specifies the
procedure for the improvement of the smooth decision making. Apart from this, the paper
evaluates the techniques for the improvement of the relationship with the stakeholders of the
organization.
The mentioned organization is seen to have hierarchical form of structure currently.
The vertical line of authority is considered to be the base of such organizational structure
(Morschett, Schramm and Zentes 2015). The mentioned organization, Royal Bank of Canada
is seen to be managed by the Chief Executive Officer of the organization. The various
organizational managers like the Chief Financial Officer, the Chief HR Officer, the head of
management and insurance, heads of other capital, treasury and IT department along with the
other executives of the organization are answerable to the Chief Executive Officer of the
company regarding their conduction. The hierarchical structure is seen to be significant for
the large scale organizations and the delegation of the roles further down the hierarchical
structure is seen to be the main justification for it (Aghina, Smet and Heywood 2014). The
delegation of such a line that is responsible for the divisions as a whole, is significant in
making sure that the head of the organizations knows the problems which are to be faced by
the company’s efforts for the sustainability.
The business model of the mentioned company includes revenue streams, company’s
value propositions, key partners, channels, key activities, customer segments along with the
customer relationships. The main focus of the sustainability efforts of the company is seen to

2STRATEGIC CHANGE MANAGEMENT
be the value proposition with the customer relationships segments. The changing
preferences of the customers, the changing responses to the adverse climatic changes along
with the changes that it is hopeful of conducting, is expected to be achieved through the
process of collaborating the efforts of the above mentioned and highlighted processes. The
much required initiative for promoting the financial literacy and the RBC generator which
is significant in the creation of the pool of investment that will be instrumental in addressing
the ecological and social challenges, the plan for the footprint reduction and the youth
welfare activities that expressively correlates with the value proposition of the company and
the tactics for the enhancement of the customer relationships. Thus the organization is able to
adjust the frequently happening changes inside the global business context.
The fundamental activities of the organizations are observed to be in the form of the
management of the investments, the offering of the financial services like the insurances,
loans along with the allowances. Along with that, the list includes the normalised activities
such as general banking like the commercial and personal banking, production of the risk
management services along with the services for the management of the wealth. The changes
in the decision making is considered to be the characterization for the organization in the
adjustments for the sustainability and the contribution to the long term sustainability of the
company and the society from the conduction of the initiatives such as youth welfare and
financial literacy and the footprint reduction is seen to be significant (Fabac 2010).
This will make sure that the external stakeholders of the organization gets benefited
through the knowledge creation. The company’s intention of improving the corporate
governance is only achievable in case the decision makers of the organization takes part in
the initiatives that will increase the goodwill of the organization (Mayfield 2014).

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References:
Aghina, W., De Smet, A. and Heywood, S., 2014. The past and future of global
organizations. McKinsey Quarterly, 3, pp.97-106.
Fabac, R., 2010. Complexity in organizations and environment-adaptive changes and
adaptive decision-making. Interdisciplinary Description of Complex Systems: INDECS, 8(1),
pp.34-48.
Mayfield, P., 2014. Engaging with stakeholders is critical when leading change. Industrial
and Commercial Training, 46(2), pp.68-72.
Morschett, D., Schramm-Klein, H. and Zentes, J., 2015. International Organisational
Structures as Coordination Mechanism. In Strategic International Management (pp. 251-
274). Springer Gabler, Wiesbaden.