10.1 Introduction:
This section considers suggestions for changes for the AFAC team with the aim to improve customer security. Actions in the current environment can increase the security, but
organisational changes can shape the team and its sub-teams to generate engagement for specific areas. Customer communication is the key in this planning and evaluation and the hypotheses’/assumption conclusion form the proposals.
10.2 Results:
Researching and considering organisational becoming and pluralistic evaluations is about finding the right ontology. Organisational change is a process of avoiding the impression of change and pluralism as threats or intrinsic aspects of managements (Kildruff and Dougherty, 2000), but represents opportunities and necessary action to avoid remaining in the past with a state of equilibrium. The literature search and internal research have concluded that there are a set of changes or adjustments, which can improve Bank X’s position in the market, national and global. AFAC as a team have the opportunity to influence the global situation due to its global team structure and this is essential for new models.
The suggestions separate by a long-term and short-term focus and as to whether they are national or global. The suggestions are in the form of a gradual and systematic setup, which need connections between each step to be effective. An over-arching goal with the
suggestions is to create a new ‘world-map’ of the situation, determine how it is now and how it can be in the future.
All Suggestions are resulting from direct proposals from the interviews, but the evaluation and analysis creates the level of importance and numbering. The observer role are also influencing with adding internal knowledge and understanding of the proposals.
It is of interest to recognise that AFAC and other internal divisions emphasize a new way of development, including simplification and short time to market, but several participants recognise human resources as an obstacle to achieve development or updates. This can be a consideration of a security problem in its own nature, as IT reject, hinders or slow down any reorganisation or other development business tries to achieve. The IT development resource bottleneck is for this reason an element that AFAC must improve to avoid Bank X acting in an environment without alignment with the market and the competitors.
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Planning new solutions and initiatives
Introducing ‘Big data’ – what and how to analyse? How to be in front of innovation in the market? What are the long-term needs?
How to become innovative? Communication plan
Evaluate product portfolio
Plan for how to evaluate product portfolio Stakeholder analyses
Determine different roles outside the team – who does what? Determine immediate needs and updates
Market knowledge Who are the customers? Evaluate organisation
Evaluate internal team knowledge and personalities Figure 28: Time perspective for planning.
The suggestions move the focus from ‘what to do’ to’ how to do it’. This is an important change for the AFAC team since it will demand an organisational adjustment and introduce cross-team communication as a necessity to be able to perform the changes. A cross-
department approach is also necessary to reach the goal – how to change the team mentality. Evaluating internal knowledge is important to blend the correct people and skills into the different sub-teams and the main team. This will be essential as a foundation for
organisational planning and a first step, together with an organisational evaluation. Such an evaluation must include information about how the team works and interacts, individually and as a team, together with the ability to achieve good communication externally.
Performing a customer analysis and classifying these private persons and companies by perceived values and needs will form the basis for customer information and product
development. Such market knowledge will align what the customers want, what the customers need and what Bank X, AFAC team will focus on.
On a short-term basis, it will be possible to detect and implement immediate requirements from the market knowledge acquired.
Focusing on mid and long-term needs will be the next step to determine organisational roles outside AFAC, aiming for an overview of ‘who is doing what’ in Bank X. Included in this
S hort -ter m pl anning L on g -t erm plannin g
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step is to connect the roles with the people and determine correct stakeholders. An appropriate stakeholder analysis will additionally provide knowledge of future approaches for getting support and resources for new solutions.
All product and process portfolios need appropriate analyses, including standard information for each solution. Only by having similar information can comparisons be effective and valuable for the planning. Initially, the focus must be on ‘how’, not ‘what’.
Communication planning as a pluralistic approach, team-internally, bank internally and externally, can create clear and concise guidelines of standard ways of sending, receiving, storing and using appropriate information.
Focusing on long-term planning includes several stages, connecting each other. A separate group of people should work on these issues and suggest to the team plans and proposals in a standardised format. With a good overview of all circumstances in the previous changing stages, it will be possible to perform planning and make suggestions, and, if accepted by the AFAC team and its leaders, a new specialist group can work on how to implement the proposals.
Creating such systematic processes will also create engagement in a future organisational change, increase empowerment and involve all AFAC members, locally and globally.
Excellent world-views and new understandings will be one result where the ‘how’ factor will dominate, supported with appropriate and already captured knowledge of the ‘what’ and the ‘why’. Sense-making and the readiness level, team-internal and external, will be a secondary element with a directly customer oriented focus, orchestrated by people and team spirit. Such an approach also means that Bank X’s values incorporates as a natural part, i.e. ‘One Bank X team’, ‘It’s all about people’ and ‘Great customer experience’ directly become an active part in each step, plan and organisational development. People and ‘how’ in focus!
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