NAME: Olatokun Olasupo

STUDENT NUMBER: STU37944

EXECUTIVE SUMMARY

I have recently been appointed Manager of Human Resource (Corporate Banking) of Access Bank PLC, a thriving indigenous Bank in Nigeria which was established in 1989 and listed on the Nigerian Stock Exchange, to provide Business and individuals in Sub-Saharan Africa with a varied range of Cooperate and personal banking services. The Banks value is centered on making shareholders and customers alike happy in the most environment friendly way, while remaining socially relevant.

I report directly to the Board Human Resources and Governance; my primary role includes, but not limited to the maintenance and improvement of management systems that help to ensure that human capital are optimized; At a strategic level is facilitation of the creation of an attractive work environment that ensure that employees are adequately rewarded for their contribution, best minds are recruited and retained while ensuring that human capital pool aligns with Organizational strategic goals(Mathis R and JACKSON J, 2011).

Task 1

1.1

For the purpose of this section, I shall be making a comparison between kotter Eight Steps model and Lewin's Change Management Model.

Lewin’s Change Management Model: The three-step change model and the force-filed analysis were both presented by Kurt Lewin (1951) (Kritsonis, A 2005).

Lewin suggested that change should be viewed from three distinct stages. The first stage is to Unfreeze (Planning) the existing organizations state of equilibrium i.e. the status quo.

The Transition (implementation) follows Unfreeze stage. Having identified change imperatives and desired state of equilibrium, people have bought into the idea of change and are beginning to get involved in its process. As such the status quo is rearrange to meet new needs (Cameron E and Green M, 2009).

The conclusion of the Transition brings us to the Refreeze phase. The Refreeze phase is very crucial in the sense that without a conscious effort to make the new equilibrium stick via institutionalization or internalization (Mind Tools, 2014).

Kotter’s Eight Step Model: Having worked as a change expert consulting for about a 100 organizations embarking on strategic change, his experience with this organizations was distilled into the Eight Step Model (Cameron E and Green M, 2009). Kindly refer to Table 1.0 for the Eight Step in Kotter’s Model.

SIMILARITIES

Both models identify problems or opportunities within an existing status quo and push for change based on certain rationale they have identified. In the case of Lewin’s et al 1951, this would be at the Unfreeze stage while for kotter, it is the stage establishing a sense of urgency. Both models also pointed to specific phases of change process; each phase having certain duration and the success of the subsequent phase contingent on the preceding (Garvin, 1998 cited in Ford and Greer, 2006).

According to Kanter, Stein and Jick (1992) cited in Ford and Greer (2006), Using Kotter (1996) and Lewin (1951), pointed that it is also worth noting that models of change are inclined to having three basic phases i.e. the present status quo of the organization is question while current methods are abandoned, followed by the development of suitable/ desired approach and finally institutionalization of new approach and behavior. The table below was adapted from Davis M (2012), which tries to illustrate this relationship.

Table 1.0.

Lewin (1951) Kotter (1998)

1. Establish a Sense of Urgency

2. Creating a Guiding Coalition3. Developing a Vision and Strategy

4. Communicating the Change Vision

5. Empowering Employees for Broad Based Action6. Generate Short Term Wins7. Consolidate Change and Produce More Change

Refreeze8. Anchoring New Approach in the Culture

Unfreeze

Transition

According to Pryor et al, (2008) Lewin (1951) and kotter (1991) model showed that the idea of change connotes uncertainty because people are comfortable with a state of equilibrium and they will avoid change especially if it is not favorable. As such measure must be in place to garner support and trust for change initiatives.

CONTRAST

Organizational change aspirations are somewhat synonymous with skill development and delivery as change; skill development and delivery is vital to effective change implementation (Kerr and Jackofsky 1989; Terpstra and Rozell 1993 cited in Ford and Greer, 2006). One major contrast between Lewin et al (1951) and Kotter (1991) is that while kotter (1991) was fairly opened about the need for skill development in phase 7 of his model but Lewin’s model emphasizes the process of planned change vaguely without specifying organizational development activities(Ford and Greer, 2006).

The successful outcome of the implementation of planned change is contingent on evaluation amongst other variable like how well the organization achieved it new equilibrium, how better it is performing in its new status quo, and the cost of change to the organization and individual (Tushman and OReilly, 1997 cited in Ford and Greer, 2006). However, of both models, only Kotter’s model captured evaluation as essential in phase 6(Planning for and Creating Short-Term Wins); especially if the change program is for the long haul. Short-Term wins allows you the opportunity to appreciate milestones, make adjustments if necessary and rewards does charged with the realized gains.

According to RDI 2014, the exit of the chief executive of an organization can have considerable effect on the operations and dynamics of the management team.

In the winter of 2012, the CEO of the Access Bank PLC Mr. Aigboje Aig –Imoukhuede, declared his intent to retire to theCompany’s board, while giving a long notice of 1 year to allow for the implementation of a succession plan (Bangudu O, 2013).

1.2

Lewin’s Model (unfreeze): His decision to leave lacked proper timing in that a new five year strategic plan had just been inaugurated and he was expected to pilot the company through its execution. The event was an automatic mandate for change action as the equilibrium of the organization, the dynamic and operation of the management team would be affected (RDI 2013).

Transition: using the Succession planning by position – management driven model (Carter N, 1986) a succession plan and reshuffling of the management team was embarked upon. Suitable candidate within the organization which the exiting CEO had identified was endorsed by the board, mentored by the outgoing CEO and the announced as successor. The same process might follow through for other positions left vacant as a result of the cascading effect of his exit.

Refreeze: the new reality becomes norm when the incoming CEO and newly inaugurated management team members take the helm and move the organization forward and most importantly, the new succession model is institutionalized.

Kotter’ Model. A sense of Urgency was created by the CEO decision to exit the company because of the uncertainty that followed, as such the board requested that team consisting of experienced internal and external professionals (Form a powerful guiding coalition) to help tackle the issue.

A clear vision was formed using the Succession planning by position – management driven model (Anon, n.d). The direction as to how to tackle leadership succession issues at hand and that of the future was laid down. The new vision was clearly Communicated to would be candidate, the board and other major stakeholders. By means of mentoring, the successors were empowered to Act in their new roles.

Generate short-term wins: Kotter’s model clearly allows for monitoring change initiatives. The candidates were monitored via mentoring programs to determine suitability.

Persevere: at this stage, the wheat has been separated from the chaff and successful candidate receiving further training and rewards.

Institutionalize the new approaches: As with lewin’s refreeze phase, as the new status quo sticks as the CEO and newly inaugurated management team member take the helm and move the organization forward , the organizations attitude towards succession planning became ripe. The event leading to the new paradigm was a wakeup call.

Although one might argue that kotter’s model is an overkill in the above context, would still choose it over Lewin’s Model because his model is more elaborate and explicit. It emphasizes buy-in as a strategy for successful change implementation; it clear talks about skill development, process evaluation and accountability.

1.3

A suitable strategic intervention technique for the situation above would be Human Resource Management Intervention. Succession planning being a subset of Talent Management is the basis for dealing effectively with staffing surprises as was the case with the situation above. Being the method for identifying a plan for the orderly replacement of key employees (Talent pool) (RDI 2013).

The following steps are required in the application of a succession plan.

Alignment with strategy: we must identify the critical jobs, competencies required to fill this job, we must determine if international assignment will be required etc.

Involvement of top management: it is best practice to involve the CEO, top executives (mentoring and coaching) because succession planning bothers on continuity and achievement of strategic imperatives (Mathis & Jackson, 2011).

Evaluate key talent: using tools like psychometric testing, 360 feedback and Skill Gap Assessment to help ascertain Gap between the actual levels of skill a candidate and the level of skills required for this key position, and develop missing competency.

Task 2

2.1

Access Bank is currently one of the largest banks in Nigeria and very poised to lead Africa’s banking industry. Moving up 5 steps from 9th postion to 4th best bank in Nigeria in less than a decade (between 2007 to 2013), the bank witnessed tremendous growth between this periods. Testament to this growth is that the bank saw its customer based grow by over 1000% (600,000 to 6.5 million) between this periods. The bank currently serves about 6000,000 of its customers from a solid network of about 345 branches throughout Nigeria.

Access bank is licensed to offer international banking services as such about 500,000 of its customer are spread within as follows: 200,410 customers/32 branches in Ghana, 16,052 customers/7 branches in Rwanda, 50,971 customers/5 branches in The Gambia and 11,771 customers and 4 branches in Sierra Leone. Others include 48,070 customers/2 branches in Congo.DRC , 16,193 customers/5 Zambia and 1,369 customers/3 branches United Kingdom.

Main business segment include institutional banking, consumer banking, financial banking and private banking while main client segment are telecommunications, beverages, manufacturing, construction, oil & gas, parastatals, high net worth individuals and middle income professionals(Annual Report 2013).

Other notable gains are highlighted in the Table 2.0 (Aig-Imoukhuede A, 2013)

2007 2013

Local Ranking 9th out of 25 banks 4th out of 21 banks

Deposit N86bn Deposit N1,306bn DepositAssets N409bn Asset N1,745bn AssetMarket Capitalization N68bn N241bn

S&P: BBB S&P: AA-Fitch: BBB Fitch: A-

Table 1.0 highlights the notable strides made by Access Bank between 2007 and 2013.

Risk Ranking

2.2

The organization appears set to consolidate on its gains as new Economic factor like the Rebase of Nigeria’s GDP might serve as opportunity for change and growth for the organization. Other external factors which are driving the need for change are highlighted in the PEST analysis in table 2

Table 2.1

Political/Legal Oil and Gas Local Content Policy

Agric Sector Reforms

Power Sector Reforms

SocioculturalPopulation Growth/Youth/Female Demographic Global Perspective

Sino-Nigeria Trade flows

Mobility and Internet Penetration

PEST Analysis of the Nigerian Financial Sector(Mind Tools 2011)Economic

Rebase of Nigeria’s GDP

Growing Infrastructure requirements

Pension/Capital markets/insurance sector transformation

Technological

However, as suggested, I would be identifying 3 main drivers for the purpose of this paper

Technological: Mobility and Internet Penetration

It is globally agreed that the availability of internet and broadband is the foundation for transformation to a knowledge-based economy; also, it has been empirically proven that every 10% increase in broadband penetration in developing nations translates to a 1.3% increase in the nations GDP (Ovia J et al 2013).

According to Meeker and Wu 2013, as of the December of 2012, the total amount of global internet users surpassed 2.4Billion and an 8% yearly growth, propelled by emerging markets. However, Nigeria total population of internet users was 48 million as at 2012 with yearly growth of 15%.

The trend of internet penetration in Nigeria is experiencing constant growth as established by a recent publication by The Nigerian Communications Commission in the PUNCH news on February 4, 2014. The publication pointed to the fact that 57,840,299 million Nigerian are currently subscribed to use Internet data as at 2014.

In other to further consolidate the trend and further strengthen position Nigeria as the largest economy in Africa, the president commissioned, amongst other things, a Team for a national broadband strategy and roadmap. They are charged putting together a plan that would see Nigeria achieve its strategic goal of realizing a fivefold internet and broadband penetration by 2017(Ovia J et al 2013).

Global Perspective: Sino-Nigeria Trade flows.

According to Selfin and Hope( 2011), China currently ranks as the world second largest economy and his poised to taking over the United States of America as number one by 2030. In other to guarantee consistent growth, China need oil to propel its industry and it is seeking about 1/6 th of Nigeria’s annual reserve (6 billion barrels). Also, china is also seeking to import commodities. In return, China would assist Nigeria in the area of infrastructure, capacity building and technology. By and large, the trade flow between Nigeria is forecasted to be the fastest growing and largest in Africa by 2030. For example, in May of 2010, agreement was made between China and Nigeria worth $23bn which required China to build 3 oil refineries for Nigeria.

The president of China on is visit to Nigeria on the 7 th of May 2014 was quoted in the Guardian (08/05/2014) as saying” the volume of economic activities between Nigeria and China has grown to $30.65 billion”. To further strengthen trade relations, a number of bilateral agreement was signed by both countries.

Economic: Rebase of Nigeria’s GDP

According to the Central Bank of Nigeria cited in Orya R (2014), the Nigerian Economy now Ranks as the biggest in Africa(26th in the world), and it is poised to reach its goal of being the 20 th biggest in the world by 2020.

According to Omachonu J, (2014) the Gross Domestic Product rebase exercise recently conducted by the Nigerian Bureau of Statistics, it revealed that the Nigerian economy is far larger and more diversified as formerly thought, as the GDP is at which stood at $ 268.7 billion in 2012 now stand at $510 billion (2014) and it is poised to get even bigger in the coming years.

The rebase exercise points to the fact that there are emerging opportunities in Nigeria, and that the financial sectors infrastructure plays a major role in financing trade and supporting economic activities as such, indigenous banks would have to increase their capital base in other to take advantage of the new opportunities presented by rebased of Gross Domestic Products (Omachonu J, 2014).

All the eternal factor identified allude to the fact that the Nigerian economy has experienced an expansion (rebase) and will continue on a path of solid growth (Sino- Nigerian Trade, Internet penetration etc.). The situation only presents opportunities for players in the financial sector, as they are the catalyst of the economy.

2.3

If Access Bank chooses not to accept change and grab new opportunities by implement a value creation policy via and expansion strategy, the future of the organization will be in doubt as there will be resource implications (RDI 2013, and Hitt et al, 2011).

Financial Implications: if Access Bank decided not to implement change so as to take advantage of the new opportunities like increased Sino-Nigeria trade. It won’t be able to compete with other banks in the sector that have involved and are catering to the need of the new clientele. As such the company will witness a drop in clientele vis-à-vis market expansion, which will translate to a drop in revenue.

Human Implications: according to Mathis and Jackson (2011) “Sustainability is being able to continue to operate, survive, and adjust to significant changes”. As such, failure of Access Bank to embrace change shows lack of motivation for change which will have a cascading effect on staff morale. What you then experience is lack of commitment to the organization because the employee no longer believes his personal goals will be met. This then leads to high employee turnover, low employee retention and high cost of recruitment.

Physical Implications: As a result lesser market share vis-à-vis more proactive players in the market, the bank might experience lesser operation which might lead to redundancy of existing physical resources like vehicles, premises, office equipment and other infrastructure etc.(RDI 2013).

Task 3

3.1

In relation to the needs for change identified in Task 2, which tends towards ‘capital base increment strategy and increase market power’, while also using stakeholder analysis, I will be identifying the stakeholders that will be involved in the change process.

Using a concept that was discovered on Mind Tools, (2014) and Hitt et al, 2011; after adequate brainstorm session with the management team, we arrived at the segmentation of key stakeholders that are expected to be affected by the change process. However, the list might change depending on changes in the environment and stakeholder change in opinion (BSR 2011).

Capital Market StakeholdersProduct Market StakeholdersOrganizational StakeholdersShareholders primary customers EmployeesLenders suppliers Management Team Central Bank host communities C.E.Oprospective investors unions BOARD

In other to understand the stakeholder’s stance vis-à-vis organizational change objective, we needed to analyze their commitment, responsibility and contribution level using stakeholder mapping technique; This we were able to achieve via methods like one on one interview and exchanging statements of expectation with stakeholders (Archer L, 2003)

The matrix is so we understand the supports and opposition that the project might be facing and what necessary action to take in other to deal will the threat and leverage support.

CRITICAL

Shareholders of both firms

• The Board • Central Bank• Management Team

ESSENTIALHost Communities Primary Customers

NON-ESSENTIALDISAGREE INVOLVED AGREES COMMITTED

CON

TRIB

UTI

ON

COMMITMENT

Interpretation of Stakeholder Map: the map is understood by combining the scale of contribution (power) to commitments (obligation).

Contribution Index:

Shows the level of power each stakeholder wields on the project. As such Critical on the index means the stakeholder is very influential and as the ability to make the project succeed or fail. Essential means the project might succeed without the stakeholders’ contribution but with adverse effect on the cost and time or quality of deliverables.

Commitment Index:

Committed: the commitment and dedication of a stakeholder is unwavering as he might be bounded by contract or other documents.

Agrees: although the stakeholder might not be bounded by contracts, he/she is abreast of the significance of the project and is willing to help.

Involved: the stakeholder lacks indebt knowledge of the essence of the project or his/her role but would be available when possible.

Disagree: the stakeholder does not wish to see the project succeed as he/she can’t see the value and would not want to be involved.

3.2

When organizations fail to actively engage stakeholders at the start of a change program, they often resort to crisis management techniques when the program goes out of hand. This sort of approach is not good for the reputation of the organization. Stakeholder engagement on the contrary is a proactive approach that allows for the inclusion of stakeholders comments and contribution in decisions that affect them (Jeffery N, 2009).

Jeffery N (2009) goes on to explain stakeholder engagement as 7 iterative stages.

Planning: having identified our objectives, we would identify the stakeholder we deem vital to the success of the objectives, while also identify issues arising.

Understand you’re Stakeholder: by understanding the level of power the stakeholder can wield on change objectives, the urgency and legitimacy of their interest vis-à-vis our interest would be considered, this will allow for prioritization of major stakeholders.

Preparing internally to engage: by deploring a win-win strategy based on finding commonalities between stakeholder and the organizations, through the help of internal advocates (pro reformist from within stakeholders) and maybe with the creation of a business case, we would decide on our level of commitment to stakeholder engagement.

Build Trust: this we would do based on our interactions and reassurance to the stakeholders .

Consultation: understanding that stakeholders differ in their types important, as such a one size fit all method of consultation might not suffice. Some would require personal interviews or focus group sessions. For others it might be surveys public meetings etc. most importantly, we would ensure stakeholders are fairly represented and have access to contextual information and must receive feedback so that they feel among and can draw fair conclusions.

Respond and implement: deciding on the right action to take in other to deal with all issues raised is crucial, as a “perception of fairness can drive success”. As such, stakeholder reactions to our offer would be factored in when taken action.

Monitor, Evaluate and Document: the ongoing process would be monitored, evaluated vis-à-vis expectation and result of the engagement documented for review and lessons learned.

3.3

According to analysis conducted and the stakeholder map, resistance to change is most likely to emanate from the host community group. Access Bank is one of the highest employers of labor in the country, accounting for about 11,670 staff nationwide. It is feared that the planned merger by Access Bank of a competing bank in the sector will lead to job cuts and no recruitments (Hitt et al, 2011).

As can be seen on the map, the host community group contribution or influence is at essential level, while their commitment is zero (disagree). Although the project can be completed without them, even as no commitment is expected from them, it is right that one invest in engages them and win them over failure which might affect desired outcome of the change(Archer L, 2003).

3.4

Kotter and Schlesinger (2008) methods for dealing resistance to change; however, our goal is to help dissatisfied stakeholders see the long term benefit of the organizations expansion plans and how it will benefit all stakeholders, as such we would only employ methods that fit the context

Education and Communication: is important, especially before change commencement, to sensitizing and preparing the resistance to see the value of a change organization. As such we look to benefiting from our staff who are from the host community to serve as intermediary between the resistance and the organization.

Negotiation and Agreement: their biggest concerns is that our merger project might lead to job cut and that citizens of the community would be affected. Our plan is to offer them a deal that bring us both to a win-win situation as we plan to lay off staff that are close to retirement because of the proposed amalgamation. Our plan is to give attractive settlement to the affected.

Task 4

4.1

Access Bank merger strategy

We are once again on the path to making our bank the most valued in Africa and make our shareholders even happier. Certain event in our sector as acted as game changers, requiring us to make daring moves if we are to keep up with our momentum of growth.

As identified earlier, the Nation Bureau of statistics having conducted a GDP rebase indicated that value of the economy is $510 billion (year 2014). This is a huge leap from a 2012 figure of $ 268.7 billion; this is indicative of the fact that there are huge potentials yet on tapped. For instance, according to Dr Kolade cited in the Vanguard (April 23, 2014) the Information and telecoms being a new industry that was not accounted for in the past actually generate N80.22 trillion of the GDP. Other factors include, projected rise

in Sino-Nigerian trade which currently stands at $30.65 billion and Increase internet penetration makes it only right that we pursue a change strategy.

Our objectives: we seek to exploit this new realities by further increasing market power as a result of the opportunities that come with economic expansion so that we might capture a larger market share. This will increase our first to market capability and product segmentation vis-à-vis foreign direct investment increased competitiveness, improve revenue and reduce cost (Hitt et al, 2011).

The host community biggest concern is that the proposed merger will lead to less recruitment and layoffs. However, we plan to retain as many staffs as we can i.e. if need arises, we would place a temporary freeze on employment and offer incentives for staffs close to retirement so that they may leave voluntarily(Gandolfi, 2008).

4.2

Merger Project Plan using the 5 star merger model by Caton and Masterson n.d.

1. Identify potential banks for the proposed merger (keeping our options open).

a. Budget and cash flow estimate

b. Develop criteria to rate the prospective partners

c. Identify the objectives of the proposed merger

d. Identify the legal requirement

e. Confirm investors willingness to support the merger

2. Test and prepare

a. Creating a merger team made of inputs from both side

b. Develop a statement of intent

c. Develop a business case that validates the strategic, financial and operational basis for the merger.

3. Merger Action Plan

a. “Establish a clear vision, competitive strategy, and systems integration (i.e. finalize business case AND develop a merger integration plan)”

b. Clearly designed leadership structure and job description.

c. Provide support for those affected by the changes e.g. new job roles, layoff etc.

d. Provide a robust communication for all classes of stakeholders

4. Legal combination: Determining the desired legal structure of the merger i.e. “will one group dissolve? Will two groups dissolve? Will an entirely new entity come into existence?”

a. “Create action steps to comply with vendor contracts, foundation grants, local law, and federal law”.

5. Operational Combination: at this point, the merger takes effect.

a. Movement of physical assets

b. Carry out an assessment to identify areas of further integration.

Task Name Duration Start Finish Resource Names Milestone

Merger Project plan 18 daysTue 5/13/14

Thu 6/5/14 the board No

Identify potential banks for the proposed merger (keeping our options open).

2 daysThu 5/15/14

Fri 5/16/14the board ,key executive committee

Yes

Budget and cash flow estimate 1 dayThu 5/15/14

Thu 5/15/14 key executive committee No

Develop criteria to rate the prospective partners 2 days

Thu 5/15/14

Fri 5/16/14key executive committee,the board

No

Identify the objectives of the proposed merger 2 days

Thu 5/15/14

Fri 5/16/14 key executive committee No

Identify the legal requirement 2 daysThu 5/15/14

Fri 5/16/14key executive committee,the board

No

Confirm investors willingness to support the merger 2 days

Thu 5/15/14

Fri 5/16/14 the board No

Test and prepare 4 daysThu 5/15/14

Tue 5/20/14 the board Yes

Creating a merger team made of inputs from both side 1 day

Thu 5/15/14

Thu 5/15/14 key executive committee No

Develop a statement of intent 2 daysThu 5/15/14

Fri 5/16/14 key executive committee No

Develop a business case that validates the strategic, financial and operational basis for the merger

3 daysFri 5/16/14

Tue 5/20/14the board ,key executive committee

No

Merger Action Plan 4 daysTue 5/13/14

Fri 5/16/14Merger Project team,key executive committee

Yes

Establish a clear vision, competitive strategy, and systems integration 1 day

Thu 5/15/14

Thu 5/15/14 the board No

Clearly designed leadership structure and job description 2 days

Thu 5/15/14

Fri 5/16/14 key executive committee No

Provide support for those affected by the changes

Tue 5/13/14

Merger Project team No

Provide a robust communication for all classes of stakeholders

Tue 5/13/14

Merger Project team No

Legal combination 3 daysThu 5/15/14

Mon 5/19/14 Merger Project team Yes

Create action steps to comply with vendor contracts, foundation grants, local law, and federal law”.

3 daysThu 5/15/14

Mon 5/19/14 Merger Project team No

Operational Combination: 16 daysThu 5/15/14

Thu 6/5/14 Merger Project team Yes

Movement of physical assets 16 daysThu 5/15/14

Thu 6/5/14 Merger Project team No

Carry out an assessment to identify areas of further integration 8 days

Thu 5/15/14

Mon 5/26/14 Merger Project team No

4.3

In other to assess the progress and success of the merger project, using a combination of techniques like Goal-based evaluation, progress review, regular report / meeting and the use of milestones.

Milestones: will be used in monitoring progress of the project. We have broken the project down to achievable key deliverable as every deliverable serves as a point of progress monitoring and a decision point to progress to the next stage (RDI 2013).

Goal-based Evaluation: allows us to evaluate the success of our strategy based on the objectives we set before the commencement of the project (RDI 2013).

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