Organizational Transformation Challenges at the State Bank of Pakistan (A), (B), (C)  

Oleh:

Ahmad, Javaid ; Qureshi, Zafar I.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Asian Journal Of Management Cases vol. 10 no. 01 (Mar. 2013), page 35–75.
Topik: Turnaround; transformation; process; concept paper; change strategy; union; HR audit; Competency Model; Bell Curve Principle; reorganization; re-engineering; core functions; retail functions; core values; participative decision-making
Fulltext: 35.full_dan.pdf (2.06MB)

Isi artikel

The Organizational Transformation Challenges at the State Bank of Pakistan case series pertains to a key institution that performs the role of the Central Bank in the country. On assuming the position of the Governor, SBP, in December 1999, Dr Ishrat Husain felt the need to turnaround this institution with a view to make it congruent with the requirements of a central bank in the twenty-first century. To realize this goal, he developed a concept paper by engaging all the key stakeholders both within and outside of the Bank. After following a rigorous process of discussions, deliberations and conferences, his concept paper was approved both from his management as well as from the Board. And finally, he presented the concept paper to the Cabinet headed by the President, who gave him the go-ahead for the execution of his plan. The cases in this series have three focal points: Identifying the challenges faced by the Bank and the designing of a strategy for change (Case A), Dr Husain’s detailed implementation plan (Case B) and finally the assessment of results of the turnaround plan at the end of his six-year tenure (Case C).

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