Change Management and Consultancy report

on Nations Trust Bank

ESOFT Metro Campus-Kandy Master of Business

Administration

Module Name : MN7127 - Change Management and Consultancy

Student Name : Devinda Herath
Student ID : 15044243/1
Lecture’s Name : Mr. Hazeer
Assignment No : 02
Table of Contents
Acknowledgment...................................................................................................................................3
Executive summary...............................................................................................................................4
1. Introduction to the Organization....................................................................................................5
2. Introduction to organizational change............................................................................................5
2.1. Existing system at NTB.........................................................................................................5
3. The Change....................................................................................................................................6
3.1. The Need for Change.............................................................................................................7
3.2. Situation analysis using SWOT.............................................................................................7
3.3. Force field analysis................................................................................................................8
3.3.1. Forces for change...........................................................................................................9
3.3.2. Forces against change..................................................................................................10
4. Change context at the start of the process....................................................................................11
4.1. Change kaleidoscope...........................................................................................................11
4.2. Change context at the after of the process................................................................................12
4.2.1. Johnson's Cultural Web Model........................................................................................12
5. Stakeholder analysis....................................................................................................................13
6. Stakeholder engagement strategy.................................................................................................14
7. Change management Strategy......................................................................................................15
8. Managing the resistance...............................................................................................................16
9. Change model..............................................................................................................................18
9.1. ADKAR Model....................................................................................................................18
10. Implementation........................................................................................................................20
11. Conclusion and Recommendations..........................................................................................20
Annexure.............................................................................................................................................22
References...........................................................................................................................................23
Acknowledgment

Foremost, I would like to express our sincere gratitude to my Lecturer Mr. Hazeer for the
continuous support to my MBA studies and researches, for his patience, motivation,
enthusiasm, and immense knowledge. His guidance helped me in all the time of this report. I
could not have imagined having better Lecturer for our MBA study.

Besides our lecturer, I would like to thank Ms. Dilshara Weerasinghe for enhancing my
knowledge in Harward referencing.

I thank my fellow mate of our batch for the stimulating discussions, for the sleepless nights
we were working together before deadlines, and for all the fun we have had in the last few
Months. Last but not the least; I would like to thank my family for all the support and
encouragement.
Executive summary

Change initiatives are time consuming and costly, significantly impacting an organization’s
drive toward success. And nearly half of them fail. Since the reality is that change is
unavoidable, organizations need to resolve how to successfully adapt and sustain change. As
outlined in Managing Change in Organizations change management is an essential
organizational capability that cascades across and throughout portfolio, program and project
management. All strategic change in organizations is delivered through programs and
projects, and successful organizations lead change by managing their projects and programs
effectively

To successfully implement organizational strategy, companies need project and program

managers with the skills to drive and navigate change, while ensuring that those changes are
strategically aligned to business goals. The success or failure of a change initiative is not just
about initiating, planning, monitoring, executing and evaluating the project that will drive the
change. It also involves preparing your organization for transformation, ensuring stakeholder
buy-in, and engaging executive sponsors to champion and support the change before, during
and after its implementation. The report seeks to help Nations Trust Bank to identify how
they can create more efficient, effective change management process, and develop
competencies to successfully implement and sustain change. Change is inevitable and
organizations that manage it effectively will pull ahead of their competition.
 1. Introduction to the Organization

Nation Trust Bank PLC (NTB) is one of the listed and fastest growing banks in Sri Lanka
which offers world class financial products and services for individual, corporate clients.
NTB was established in July 1999 by acquiring the Colombo Branch of Overseas Trust Bank
Ltd. It has been in operations for more than 17 years and specialized in Banking
Services[ CITATION Nat16 \l 2057 ].

NTB is relatively a new entrant to the country’s licensed commercial banking industry. At the
end of Dec, 2015 the bank had an asset base of 176.3Bn and a deposit portfolio of 129.1Bn
Over 500,000 customers are been served by 93 branches, 131 ATMs, 54 Leasing-centers by
team of 2,700 of bankers[ CITATION Nat16 \l 2057 ].

2. Introduction to organizational change

The business world today going very fast and new technology new systems as well as new
strategies for best control of the organizations and motivation of employees are emerging and
taking place from old to new methods, because the customers are the emperor of market and
most of the company now spending billions of amount on research and development in the
organization, by keeping in view all these things the managers and experts of the today
businesses now compel to decide about the change management in the organizations,
because business activities now are globalize, and every organization strive to sustained the
loyal customers, trained the employees, introduce and adopt new systems and best control the
activities of the organization, so from here the concept of change management or
organization change starts. When the company feel that the activities which they are doing,
the management, the way of administration, the use of technology, the human resource
policies, the culture of the organization, the liking and disliking the contents and context of
the organization by the employees, organization structure, group concept ,the product quality
are continuously destroying the image and reputation of the organization the question arises
that how will change the organization in present scenario, so when the expert specialist
decides.

About all the situation and preparing for changing the organization it leads to the concept of
organizational change or change management.

2.1. Existing system at NTB

“Oracle” is the present core banking system runs across the bank and its branches. It is a
system implemented in 2002 at the early stage of the bank. This system which introduced 15
years ago is very much out dated and lacking of new development. Both Bank and staff is
facing difficulties in their day today work due to system slowness, unexpected system
outages mainly due to overload as the present system is not designed in a manner to handle
the present workload and the present business environment.[ CITATION Nat15 \l 2057 ]

The Service agreement between bank and the “Oracle” vender ended in the first quarter of
2016. Ever since the bank is running without any support from vender or any external IT
support .

3. The Change

The bank is proposed to introduce a new system called “Finacle” which is built on Java.
Finacle is a core banking product developed by Indian corporation Infosys that
provides universal banking functionality to banks. In August 2015, Finacle became part of
EdgeVerve Systems Limited. It comes with free upgrades within first two years and then up
to fifth year 50% discount on upgrades, up five years free error rectification with 10year
renewal licence.[ CITATION Edg17 \l 2057 ]
Finacle was recognized as a leader among Omnichannel Banking Solutions. Six top
omnichannel banking platforms were evaluated on a comprehensive set of 41 criteria
focusing on strategy, current offering, and market presence. Finacle also achieved the highest
score amongst all six vendors on the strategy and market presence criteria.[ CITATION
Edg17 \l 2057 ]
Finacle is used by banks across 84 countries that serve over 450 million customers. Finacle
has a strong focus on product strategy and a global market presence.
Several major customers of Finacle includes Bank of India, Oriental Bank of
Commerce, Bank of Baroda, IDBI Bank, Andhra Bank, Federal Bank, Punjab & Sind
Bank, South Indian Bank, Qantas Credit Union in Australia, ICICI Bank in India, DBS
Bank, Indian Overseas Bank in India, Discover Financial Services in the USA, Emirates
NBD and Al Hilal Bank in the United Arab Emirates[ CITATION Edg17 \l 2057 ].
Finacle was identified as a long term leader by Forrester for offering comprehensive banking
functionalities. With capabilities to support customer focused banking, customer oriented
product configuration, a multi channel capability and social media support, Finacle topped
the Forrester Wave: Customer-Centric Global Banking Platforms.
Finacle from Infosys was positioned as the leader in Gartner Magic Quadrant for
International Retail Core Banking in November 2014, ahead of SAP and Temenos,
demonstrating the highest Ability to Execute, and Completeness of Vision[ CITATION
Edg17 \l 2057 ].
 3.1. The Need for Change

The bank management has identified the following are as the main reasons to switch over to a
new core banking system [ CITATION Nat15 \l 2057 ]
1. Limitations within the existing system to bridge with new systems.
2. Unable to update the existing core banking system to a newer version of it self
3. Exiting system cannot expand simultaneously with the expansion of the banks branch
network
4. Experiencing Continuous system outages and limited technical support from vender
due to expiration of licences

3.2. Situation analysis using SWOT

Table 01 – SWOT Analysis

Weaknesses
Strengths
Strong IT infrastructure within the bank Outdated core banking system
High IT literacy among staff Continuous unexpected system outages
Already all functions of the bank are Unable to couple the existing banking
computerised system with new sub systems

Limited user quota

Negative Employee perception towards a

system change

Threats
Opportunities
Expand the branch network and user Innovative technological initiatives by
quota peer banks
Introduce a online and mobile banking Branch network and delivery channels of
system competitors
Improve service quality and standards Not being able to coupe up with latest
technology
Minimise the customer waiting time
Time taking to train the staff for the new
Stay ahead with the competition and
system
increase market share.
 3.3. Force field analysis

Force Field Analysis was developed by an American social psychologist named Kurt Lewin
using Force Field Diagrams. According Kurt Lewis “an issue is held in balance by interaction
of two opposing sets of forces- those seeking to promote change (driving forces) and those
attempting to maintain the status quo (restraining forces)”. For any individual or organization,
driving forces must be higher than restrictive/preventive forces for the change to happen.
Evaluating, analyzing and identifying the various forces that are involved in an issue is the
main task of force-field analysis, and this is why this method is used. By identifying the
positive and negative forces, it helps an organization by providing with the alternatives to
take the decisions towards the desired change, so that the organization can fill up the gaps in
the change process and successfully implement the strategy[ CITATION min15 \l 2057 ].

Table 02 – Force Field Analysis

[ CITATION Chr16 \l 2057 ]

 3.3.1. Forces for change

Increase efficiency

The “Oracle” is presently running without any support or after service from the vender. This
is due to the expiration of service agreement between the bank and core system vender. As a
result there are many system issues which are occurred during the last six to twelve months
are still un attended as these issues are to be addressed by the vender. Since in house
modification to the system is limited under the service agreement most of these issues must
refer to software vender for solution[ CITATION Nat15 \l 2057 ].

This leads to most of day today system issues leave unattended, and daily there are issues
popping up. Unexpected system breakdowns and system slowness is common all across the
bank and its branch network. As a result efficiency of the banks workforce is dropping day by
day[ CITATION Bry07 \l 2057 ].

To overcome this issues there are two options for the bank [ CITATION Nat15 \l 2057 ].

1. To renew the service agreement with “Oracale” and sort out the current issues in the
system
2. To Upgrade the core banking system with a latest system in line with today’s
technology

Support the expansion of branch network.

According to banks 5 year strategy it has planned to expand its present 93 branch network up
to 120 branches in 2017[ CITATION Nat16 \l 2057 ]. This is a big challenge the banks IT and
infrastructure will face during the time to come. Already the systems allocated user count is
exceeded and cannot add any new users to the system. This may result the bank to limit the
user count allocated to each department and branch, In order to provide access to new
branches. This actually leaves most employees in idle as most of the time system user quota
is fully occupied and others are unable to log in to the system.

Therefore in order to operate the newly opened branches smoothly the core banking system
needs a immediate change.

Increase the user quota.

As explained earlier the present system has a user quota of 1500 users at any given time. If
that quota exceeds new users are unable to log in to the system, presently this issue is
addressed by limiting the user quota allocated to a branch.

a. 15 users to a A grade branch

b. 10 users to a B grade branch
c. 07 users to a C grade branch
d. 05 users to a unit branch
Due to limited access to the system the employees use to the “Oracle” as early as possible
and keep the system running throughout the day. This is actually unfair to other employees
as some are just keeping running the system without any work because if they log out they
will not get a chance to login again. As a temporally solution to this IT has commenced a
manual termination of idle users but that also is a big hassle to both users and IT.

Introduce innovation.

The bank needs to upgrade its SMS banking facility to Online and smart phone banking. Also
the bank is planning to introduce automated cash deposit machines to all its branches. This is
actually impossible with the current status of “Oracle”. Oracle is not compatible with online
and smart phone interfaces, further it is not having a technical support as well [ CITATION Nat15
\l 2057 ].

Therefore in order to innovate as a bank NTB must call a change for its core banking system.

3.3.2. Forces against change

Overload of work

Employees are fear of work overload due to switching to a new system [ CITATION Lan10 \l
2057 ]. Usually when a system change over taking place the new system also run parallel to
the existing system until the old system cut off and new system goes live. Employees see this
as double work since they may have to work on two systems for some time. Already the
banks some branches are open till 8 pm on 365 days these employees are in fear that they
may have to work till midnight if they have to work on two systems.

Lack of IT Knowledge

Implementing a whole new system is a difficult task. All Employees needs to learn the new
system from A to Z. this is a hard task to all level of employees. Specially the supervisory
level staff need to have a good knowledge, Because they are going to be the key stake holders
to a new system implementation[ CITATION DOr12 \l 2057 ].

Cost

Implementing a new system can cost a lot to the company. It is a capital investment and may
cost millions or billions. Incurring such a cost may have adverse affects on employee
benefits, salary increments, staff bonuses and other incentives (Grower, 2011).

Fear of Job loss.

Introduction of a new system with new features some existing jobs such as clerical staff,
supporting department staff. This can cause a fear among employees.
 4. Change context at the start of the process

4.1. Change kaleidoscope

During change, organizing and bringing together a wide range of implementation options and
related features is very important and this purpose is fulfilled by Change kaleidoscope.
Change kaleidoscope was developed by Hope Hailey and Balogun in 2002. For the task of
implementing any kind of strategies in an organization there needs to be considered many
factors like competencies, current resources and other aspects of an organization, and Change
kaleidoscope model deals with them[ CITATION Hop02 \l 2057 ].

Time

The change of the system requires immediately. Presently the bank it at a crisis situation due
to this core banking system issue. If the change delays it might affect negatively to the banks
and its staffs performance. Further to train staff and arrange necessary infrastructure for the
new system may also consumes a lot of time. Hence it is advisable to start the change process
immediately.

Scope

A full degree of change is required to overcome the present situation. And the change must
affect the whole organization. Core banking system and sub systems not compatible with new
system also needs to be replaced in the same time.

Perseveration

Banks hierarchy structure should remain same even after the change. Also employee
autonomy and the feeling of equality should be preserved.

Customer service should also be preserved and must continue as it is during the change. The
customers of the bank must not feel that the bank is implementing a change. Because if they
feel any lack of service, service quality the bank my loose them during the transition. Which
is a big loss to the bank.

Diversity

All employees in the bank including Management, departments, back office, HR, training
and branch staff must act together in order to achieve success of the change.

Capability

In the bank all the employees and the managers are well qualified of their positions. All
employees are highly skilled of their job. This makes easy to implement the change since new
leanings can be applied directly to their skills and experiences in order to develop own ways
to solve problems after the change.

Capacity

NTB can success the proposed change as they have a skilled workforce. But it must prepare
the necessary infrastructure in order to become a success. IT infrastructure and staff training
must start immediately if the change is going to happen. Also the bank is in a capacity to bear
the capital expenditure.

Readiness for change

The readiness is low among all bank staff although they are aware that they require a change,
there are some jobs such as clerical and support staff will be eliminated after change.

Management must address this issue and should give an assurance for their jobs before
implementing the change. Also important that staff must be educated about the positive side
of the change.

Power

The decision to implement the change is with the higher management. They can ignore the
Employees resistance. But the success depends on the corporation of the employees within
and the way they accepting the change.

4.2. Change context at the after of the process

4.2.1. Johnson's Cultural Web Model

The Cultural Web, developed by Gerry Johnson and Kevan Scholes in 1992, provides an
approach for looking at and changing your organization's culture. Using it, you can expose
cultural assumptions and practices, and set to work aligning organizational elements with one
another[ CITATION min15 \l 2057 ].

Stories

Employees were encouraged to come up with issues they face in the new system, also they
were encouraged to share their own solutions to the issues.
Symbols

After the Implementing the new system negative thoughts about the new system were cleared
off from employees minds as “Finacle” is far ahead from previous “Oracle”. Everyone was
keen to learn the new system as it is easier than before to work with.

Power Structure

Soon after the change NTBs power structure focused towards more autonomy in order to staff
to give more ideas and opinions to fine tune the change.

Organisation structure

There were no changes done to the organisation structure. Same structure remains even after
the change.

Control

Lot of time was saved from all level of employees as they were idling most of the time trying
to log in to the system. Customer service levels were also improved as a result.

Rituals and routine

Job descriptions of Branch managers and below grades were amended after the change. The
new system automated lot of manual work where direct staff involvement required.

5. Stakeholder analysis

Following parties identified as Stakeholders to the change process

Information technology

IT Department is the Key stakeholder for the implementation of the core banking system
change. It is the driving force behind implementing the change. The new core system will
first be available for them to evaluate and learn.

IT is responsible to provide training for all staff with the support of training and development
team. Further they also responsible to provide necessary infrastructure to facilitate the smooth
operation of the new system.
Training and development

This unit is fully responsible to train all the bank staff about the new core banking system.
With the support of IT T&D must design a training strategy to train all the staff and make
sure no one is left behind.

Operational Managers

The role of the Operation Managers during the change is to give operation solutions to the
issues may arise in the new system. IT will consult operation managers if they face any
situation which involves operational matters.

Branch Managers

Branch managers are the driving force of the change at the branch level. They have a direct
influence and control over branch employees.

Zonal Managers

Zonal managers have a direct control over branch managers, to effect the change their
influence is needed in order to arrange staff for training, temporary branch closures,
additional workdays, and arranging replacement staff will be under their preview.

6. Stakeholder engagement strategy

Table 03 – Stakeholder Engagement Strategy

[ CITATION Jon12 \l 2057 ]

Engagement Strategy - Set vision and level of ambition of future engagement and review
past actions

Stakeholder mapping - Define criteria for identifying and prioritizing stakeholders and
select an engagement mechanism
Preparation - Focus on short and long term goals, determine logistics for the engagement
and set the rules

Engagement - Conduct the engagement itself, ensuring equitable stakeholder contribution

and mitigating tension while remaining focused on the issues

Action Plan - Identify opportunities from feedback and determine actions, revisit goals and
plan next steps for follow-up and future engagement

7. Change management Strategy

The appropriate strategy for developing a change management strategy for NTB is four pillar
team growth strategy developed by Bruce Wayne Tuckman in 1965. His theory, called
"Tuckman's Stages" was based on research he conducted on team dynamics. He believed (as
is a common belief today) that these stages are inevitable in order for a team to grow to the
point where they are functioning effectively together and delivering high quality
results[ CITATION Ala13 \l 2057 ].

Table 04 – Team Building process

[ CITATION min15 \l 2057 ]

Forming

This is the initial stage of team growth, it is important for the team leader to be very clear
about team goals and provide clear direction regarding the project. NTB may appoint head of
IT as the team leader. And he should ensure that all of the members are involved in
determining team roles and responsibilities and should work with the team to help them
establish how they will work together ("team norms"). The team is dependent on the team
leader to guide them.

Storming

As the team begins to work together, they move into the "storming" stage. In this stage, the
team members compete with each other for status and for acceptance of their ideas. They
have different opinions on what should be done and how it should be done - which causes
conflict within the team. As they go progress through this stage, with the guidance of the
team leader, they learn how to solve problems together,

The team leader needs to be adept at facilitating the team through this stage - ensuring the
team members learn to listen to each other and respect their differences and ideas. This
includes not allowing any one team member to control all conversations and to facilitate
contributions from all members of the team.

Norming

When the team moves into the "norming" stage, they are beginning to work more effectively
as a team. They focus on developing a way of working together (processes and procedures).
Working together as a team seems more natural. In this stage, the team has agreed on their
team rules for working together, how they will share information and resolve team conflict,
and what tools and processes they will use to get the job done. The team members also start
to make significant progress on the project as they begin working together more effectively.

Performing

In the "performing" stage, teams are functioning at a very high level. The focus is on reaching
the goal as a group. The team is highly motivated to get the job done. They can make
decisions and problem solve quickly and effectively. When they disagree, the team members
can work through it and come to consensus without interrupting the project's progress. If
there needs to be a change in team processes - the team will come to agreement on changing
processes on their own without reliance on the team leader.

8. Managing the resistance

During implementation of the change, some employees may resist the change citing various
reasons. Bank must understand why employees are resisting the change[ CITATION DOr12 \l
2057 ]. In common following listed questions may arise during the system changeover.
 1. Some may believe the change is unnecessary as they can manage with exiting
systems or will think the new system will make things worse than the present
situation.

2. Some may not trust the people leading the change effort. Due to personal reasons,
likes and dislikes they believe the people who lead the change are not capable to make
the change effectively.

3. Some may don’t like the way the change was introduced. And they say there are
better ways to introduce change smoothly and effectively.

4. Some are not confident the change will succeed. Lot of time and effort will go in
waste is their argument.

5. Some may feel that change will mean personal loss of security, money, status, or
friends. And they are not willing to sacrifice some extra time to make the change
possible.

6. Some may also say they have already experienced a lot of change and can’t handle
any more disruption, and it’s a burden for them.

This Resistance can be managed if the bank handles it properly. Following steps can be taken
to manage the resistance more effectively[ CITATION DOr12 \l 2057 ].

1. Bank must encourage employees to openly express their thoughts and feelings about
the change program. Likes and dislikes positive or negative thoughts all matters a lot
as they may be important inputs to make the change success.

2. Bank Must Listen carefully to their employees concerns, it must explore their fears,
and take their comments seriously.

3. Rather than taking samples Bank must actively engage the employees in the planning
and implementation processes.

4. Bank must identify those who have something to lose, their jobs or work places. And
anticipate how they might respond. Bank must Help them find new roles in the
organization, roles that represent genuine contributions and mitigate their losse.
 9. Change model

9.1. ADKAR Model

The ADKAR Model is a goal-oriented change management model to guide individual and

organizational change.

Created by Prosci founder Jeff Hiatt, ADKAR is an acronym that represents the five
outcomes an individual must achieve for change to be successful[ CITATION Vin14 \l
2057 ].

Table 05 – ADKAR Model

We can development a change implementation model by using ADKAR model.

Awareness of the need for change

Creating the awareness within the bank that core banking system is going to be changed. This
communication must come from the top management to the staff below grades. Brief
description of the process, how it’s going to happen, who are the stakeholders of the process,
time frames and deadlines must be communicated in this instance[ CITATION DOr12 \l 2057 ].

Desire to support and participate in the change

Soon after creating awareness negative thoughts such as overwork, the fear of job loss,
uncertainty of success, may arise within employees. These negative consequences are
common as the employees are not educated in depth about the change at this
moment[ CITATION Chr16 \l 2057 ].

Bank should clear the negative mindset of the employees at this stage, by education,
enhancing job security, creating a sense of belonging.

It is necessary to create a desire within the employees to actively participate for the change
process[ CITATION DOr12 \l 2057 ].
Knowledge of how to change

In order to success the change process, it is necessary to enhance the knowledge within the
employees. Both on the job and off the job trainings must be given to all level of employees.
A specific training program must be designed to give a wide knowledge about the new
system.

It is possible to appoint “Finacle” champions branch at branch level and department level.
And give them a complete knowledge of the new system. So that they can share this
knowledge with their subordinates when ever required.

Ability to implement the change

A test system of “Finacle” must be developed in house to test and enhance the knowledge of
the staff. This test system must have the same features as the real system but it is not live.
Users are free to use this test system without limitations.

Same time coaching and monitoring can also be done using this test system. By this period
bank must be able to remove all barriers for the change and must be ready to implement the
new system in short period[ CITATION Jon12 \l 2057 ].

Reinforcement to sustain the change

At this stage the new system is implemented and running live all across the bank. But Bank
must ensure that they have implemented the correct processes along with the new system.
Further it must access and monitor the employee acceptance to the new system.

Post implementation must be followed up by post implementation survey to find out further
improvements[ CITATION DOr12 \l 2057 ].
 10. Implementation

10 step Implementation plan is designed for the change implementation at NTB

Table 06 – Implementation Plan

Source – Author Developed

11. Conclusion and Recommendations.

During this change process managing human resource is crucial where banks internal staff
are the wheels of this business and for the change [ CITATION DOr12 \l 2057 ]. Unlike in other
cases together with the failure of project, the organization will have to bear serious issues and
consequences which will impact the future growth and the morale of the whole organization.
Success of change will bring a development for the competitive edge technology in the rapid
changing banking environment.

NTBs change is mainly focused on increasing efficiency of the bank and its employees, by
changing the outdated core banking system they expected to speed up their branch opening
strategy, improve staff efficiency, improve customer service and to bring innovation to their
customers.

Availability of necessary IT infrastructure can expedite the process as the training should be
done on computers in order to give proper knowledge. Training department and IT
department must get together and deign a unique training process targeting the lower level of
skilled employees and trainees as they require a special attention. By holding an exam at the
end of each training session can identify the low scoring employees and this can give them a
special attention at the next training sessions. Management must ensure to give transportation
and meals for those who work late in the evening for the sole purpose of making the change
effective.

To measure the success, clear goals to be set and evaluated continuously from both internally
and externally. Effective meetings, group discussions, team development and departmental
active participation and introduction of a rewarding/ recognition system encouraging
innovative ideas will bring success for this change[ CITATION Jon12 \l 2057 ].

Conducting a survey among customers to find out their expectations to obtain the positive
and negative ideas of the project is important, which better sheds light on the areas for
improvement, empowerment or revisions to the mechanisms those were planned
internally[ CITATION DOr12 \l 2057 ].
Annexure

Stakeholder Register

Stake holder
Name Contact Person Impact Influence  
  Phone , Email How much How much What is Ho
the change influence do important to st
impact them they have over the stakeholder co
(high, low) the change th

Maintain P
Information
Alex Leeniyagoda - DGM, smooth IT n
Technology High High
alex.leeniyagoda@nationstrust.com system to run kno
department
the bank th

Tr
Training and Devapriya Perera - Senior Manager, and
High High Training staff
Development devapriya.prerea@nationstrust.com re

P
Provide
Operational Shalini Rathnaraj - Senior Manager, n
High High operational
managers shalini.rathnaraj@nationstrust.com o
knowledge
k
Ma
Branch Manage the
  High High c
Managers branches
br
Ma
Zonal Menaka Wavita - Chief Manager, Manage the c
High High
Management Menaka.Wavita@nationstrust.com Zonal areas br
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