Summary: In early 2000, a Regional Development Bank developed an internal organizational practice of structures, systems and processes. The proposed change process gained support, institutionalization and a concrete framework through the application of Outcome Mapping. Outcome Mapping was used to design the implementing framework for the change process and highlight the human element and the behavioural changes needed for organizational change within a multi-lateral bank. By integrating the organization’s strategic plan, approved recommendations from an operational audit and Outcome Mapping, an Implementation Plan for Change was developed as an overarching plan for the change management process.
Type: Case Studies
Contibuted by: Simon Hearn on: 21 Jun 2012
Filename: RDB_e_2.pdf (198 K)
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