Mgt 585 Sqm Implementation Essay

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Page 23 TRANSFORMATION FROM WITHIN: THE CDBG CASE Scott Johnson, Northeastern State University David Kern, Northeastern State University Katie Haight, Northeastern State University Ryan Haight, Northeastern State University CASE DESCRIPTION This case is designed for the study of leadership and organizational change within a unit of a larger organization. As such it provides an important learning experience for students who are already managers or who aspire to that level of responsibility. The primary learning opportunities address building a vision at the unit level, restructuring for success, overcoming resistance to change internally and across other units of a larger corporation, building support with powerful sponsors,…show more content…
The case chronicles the new leadership team’s approach to transforming the basic functions of the group, while concurrently managing the old processes until the new ones are operable. The challenge is complicated by substantial resistance to change by executives in powerful operating divisions affected by the compliance responsibilities of the CDBG. Communication and collaboration across organizational silos and the role of powerful sponsors are key elements of the transformation. The case ends with a summary of “early wins” for the unit, and a list of challenges its leaders will face over the next few years. Journal of the International Academy for Case Studies, Volume 18, Number 7, 2012 Page 24 INTRODUCTION Steve Bradshaw, Senior EVP of BOK Financial Corporation, was concerned about the performance of the CRA Department, which had recently been assigned to him. The department was named after the Community Reinvestment Act (CRA), a federal regulation that encouraged banks to promote development in low-to-moderate income (LMI) communities through lending and investment programs. The bank had received “satisfactory” ratings over the past few years in CRA performance evaluations; however, government regulators were increasingly critical about antiquated processes, the lack of required policies and procedures, and the absence of initiative in addressing needed improvements. Failure to receive

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