EVALUATING CHANGE MANAGEMENT INITIATIVE A CASE OF PROCEDURE ALIGNMENT IN INTEGRATED BANK

• Main Author: MARESTIAN (NIM 29115355), DOLY
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/26747
• Institution: Institut Teknologi Bandung

Bank is a financial institution that provides financial services to the public. In conducting its business, the bank still relies on existing services in branches even though banks already have services with digital channel. In the development of bank business, merger and acquisition is one of option. "Bank Acquirer" is a long-standing foreign bank in Indonesia, in 2008 it acquired the shares of "Acquired Bank". As a consequence of ownership in two banks, the integration of the bank is need to conducted according to single presence policy. <br /> <br /> <br /> The integration plan has begun in 2015, scheduled and realized in April 2017. To prepare the integration, Management then formed a Project Management Office (PMO) with the best staffs from both banks. One of project under the PMO is Project Alignment Procedure. Project Alignment Procedure is established to prepare Standard Operating Procedure (SOP) documents to be implemented in integrated banks. This new SOP is very important to standardize operational processes in the branch, so as to avoid disruption of services to customers. The new procedure implemented in integrated banks is a big change, so it should be handled appropriately for successful change. However, after integration and thereafter, it was found that the implementation of the new procedure was not working properly. Not well-implemented procedures by the branch staff may disrupt services to customers and prospective bank customers. <br /> <br /> <br /> This study is written to evaluate the Project Alignment Procedure using a qualitative approach. The change management model used is 8-step model of change from Kotters. The changes model confirmed by interview with key stakeholders related to the Project Alignment Procedure. Any information obtained in the interview will be adjusted to the 8 step change model of Kotter. Items that are found to be inconsistent with the model will be considered as an error in handling change and are considered as the root cause of not well-implemented the new procedure. <br /> <br /> <br /> From the research found that the project team is considered performed well for steps 1-4 of 8 steps Kotter . While the on steps 5-8 there are various types of errors made. Such errors are; failure in empower the vision, creating short term win, build on the change, and anchoring the change. The error in implementation Kotter’s 8 step change model cause the change was not implemented properly <br /> <br /> <br /> Improvements and corrective action are needed to bring this change back to the right track. Improvement actions are formulated in accordance with detail in Kotter's steps which have not been implemented properly.