Cas - Australia and New Zealand Banking Group: The Agile Transformation

In May 2019, Australia and New Zealand Banking Group (ANZ) had paused rapid expansion of its massive agile organizational transformation, trying to make the existing program work better. ANZ announced the decision to take the bank agile in May 2017, moving from the traditional command-and-control, risk-based, and process-driven hierarchy to collaborative teamwork. Such decisions came after not only competitive pressures from the disruptive entry of financial technology companies but also a series of internal scandals. Would the agile transformation be a solution for ANZ to respond to these external and internal challenges? How could ANZ be successfully transformed, given its corporate culture that had been deeply rooted for over 180 years?

This case is suitable for use in senior undergraduate- or graduate-level courses on strategic change management, leadership and organizational behaviour, human resource management, and competitive strategies. After completing this case and discussion questions, students will be able to ·assess competitive strategies of a company through strategic change management; ·explain agile transformation and its implementation through the paradigm shift; ·recognize the importance of design thinking as a tool for organizational change; and ·understand management of stakeholders (e.g., top executives, employees, customers, communities, and shareholders) during the implementation of organizational change in a fast-paced technological environment.

Australia and New Zealand Banking Group: The Agile Transformation

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