Executing change of organizational culture : The case of a commercial bank in Finland
Lehikoinen, Jaakko (2018)
Lehikoinen, Jaakko
Yrkeshögskolan Arcada
2018
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2018052810677
https://urn.fi/URN:NBN:fi:amk-2018052810677
Tiivistelmä
The topic of this study is execution of change in organizational culture at one branch of-fice of a commercial bank in Finland. The aim of the research was to find out how the employees at the branch have experienced the change initiative launched in the spring of 2016, and what their perception of it is. After receiving this information, the goal was to benefit from it in creating an action plan for future development of cultural change at the branch. Another objective of the study was to find information that could be used in a broader sense in other parts of the bank. The literature that was used for the research comprised the topics of organizational change, practical guides of implementing organiza-tional change, Must-win battles (MWBs) and the 4 Disciplines of Execution (4DX). A survey was conducted by using a semi-structured questionnaire with open-ended ques-tions. Based on the received knowledge, a plan for all three different teams at the branch were created by using action research in the form of a workshop, with the managers of the branch as participants. The plans were built by using the MWBs of the change initiative and with the 4DX-model as structure of implementation. Another part of the research was to analyze the MWBs of the initiative by comparing them to the characteristics of a good MWB, given by Peter Killing and Thomas Malnight. The survey revealed that respond-ents had a quite good idea of what the basic idea with the change initiative is, but it had not made any real impact on their way they act or work. The action plans created during the workshop could have been more compliant to the 4DX-model and contained ideas that have previously already been used. The managers experienced following problems during the workshop; too many business targets given from top management, fear of cre-ating more time-consuming activities, 4DX not suitable for implementing soft values. The MWBs of the initiative need some refinement, but they still were under construction dur-ing this study, it is difficult to draw conclusions of the shortcomings. Although the analy-sis was affected by the knowledge of the author, who works at the studied branch office, the study can certainly provide some useful information for similar research in the future.