Abstract

The dynamism in the environment in which banks operate in has prompted many banks to implement transformation programs towards change in moving from product-centric to a customer-centric policies complemented by other business models. However, such response to a change initiative may not always end positively. The objective of this study is to highlight the role of leadership in a local bank in leading the transformation programs towards change. The results showed the bank’s failure in achieving the change targets set through many change initiatives in the past which included Total Quality Management (TQM) and Business Process Re-Engineering. It demonstrated the challenges the bank’s management faced when implementing its new Transformation Program.