The Royal Credit Bank Strategy and Transformation Program: The Gulf Management Strategic Planning

Khaled Hjouj (Management Consulting Executive, Canada)
Copyright: © 2014 |Pages: 336
EISBN13: 9781466659155|DOI: 10.4018/978-1-4666-5067-1.ch018
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This case discusses a strategic planning issue related to unplanned radical change. The Royal Credit Bank is the leading and largest lending bank in the Middle East. The bank suffered for a long time from bureaucracy, inefficiency, lack of productivity and misalignment with customers' needs for added value services. The Royal Credit Bank was approaching a change program of a scale and depth that occurs once in most employees’ lifetime. It would transform the bank’s business and operating models, culture, and leadership, impacting virtually every part of the organization. This had profound implications across strategy, leadership, people, and systems. This case highlights the impact of implementing large programs in an outdated banking environment where the challenge is beyond finding the solution. The real challenge was to make the solution work given the environmental issues and challenges faced by the leadership team to make things happen.
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