Kazakhstan's bank operating system | Free article | Management essays

Introduction

Kazakhstan's banking system has already improved dramatically over the past two years, going from a generally independent sector to one with a high level of government control. It is well known that global economic crisis negatively affected the economy of Kazakhstan. Many experts say that anti-recessionary steps proposed by the Government of Kazakhstan, which includes KZT 1200 bln (US$10 bln. ) stimulus bundle, practically havent given fast and appreciable financial, financial and sociable impact. Economists forecast many years of stagnation in Kazakhstan's bank operating system, since domestic way to obtain funding, including administration money, are too limited to replace international borrowing.

As an outcome, all the banking institutions faced tough troubles not only at macro level, but also at micro level, i. e. organizational. Many banking institutions were forced to change, usually by restructurization, to be able to support their businesses. Generally, lenders realized the change processes by their managers, but at the same time involving exterior change brokers to increase the efficiency of change programs. Current report, which is prepared by external change agent, is the true exemplory case of the execution of change program. The procedure of change is carried out in "Kaspi lender" JSC, which is the leading bank or investment company of Kazakhstan.

Statement of Authorization

Preparation of this report was supported by Alya Ryskeldykyzy, who is the top of Retail Business Division of "Kaspi lender" JSC. Retail Business Department is divided into Divisions such as Sales, Sale Methodology, Marketing, Sale Channel, Retail Business and SME. Alya Ryskeldykyzy provides coordination of these divisions, supervises the campaign of bank products and services, manages business functions of Office, and manages branch network of "Kaspi standard bank" JSC.

Purpose of the Report

The initial reason for the survey is to recognize how above-mentioned exterior factors influence "Kaspi lender" JSC performance, especially, Retail Business Department, as this Section is the immediate source of revenue of the lender. It really is significant to formulate a general overview of Team and its Divisions, and then to determine the inner problems of Retail Business Section and suggest methods overcoming tough issues.

Source of the Report

In the article, the following supportive sources are widely-used, such as consolidated financial statement of "Kaspi Bank" JSC for 2008, records of Kazakhstan Stock Exchange (KASE), internal corporate and business journal, commercial journal for customers, and important inner documents that regulates the daily activities of the Bank.

Scope of the Report

This newspaper will focus on: 1) Debate on history of "Kaspi Lender" JSC; 2) Focus on the Congruence model, by talking about the key organizational suggestions, organizational transformation process, and idea of output; 3) Evaluation of the issues; 4) Downsizing program and its probable risks; 5) Restructurization as substitute method and supplementary procedures to support it; 5) Political issues of downsizing program and reputation of basic threats.

Limitations of the Report

The primary limitation of the record is that it concentrates only on retail business of the lender, the procedure of examination will be linked with retail business, so information and data will participate in retail business.

Background of "Kaspi Loan company" JSC

"Kaspi Lender" joint-stock company (JSC) is included into ten leading banking companies of Kazakhstan with the property exceeding KZT 267 bln. , and the consolidated capital of KZT 44 bln. The bank holds the leading positions in consumer crediting. The retail network of bank or investment company consists of 150 branches and 514 things of sales consumer credits, serving more than 2000 trade enterprises (See Stand 1. 1). The trader of "Kaspi Lender" JSC is the leading direct investments account - Baring Vostok Private Collateral III (BVPEF III). ("Kaspi Lender" JSC Public Website)

"Kaspi Lender" always located focus on quality of services and steady consecutive development, differing with conservatism ("Prosto o Finansah" December, 2009). "Kaspi Loan company" team does not gain the neighbouring marketplaces, instead having concentrated on use Kazakhstan people and business in the country. "Kaspi Bank" admits that the population needs good banking services and reliable financial spouse. The Bank already became that financial partner having more than 1 million customers, among which more than 8 thousand small and average companies (Consolidated financial record for 2008). The bank has generated one of the greatest branch networks, and folks can meet employees of loan company practically in every large shop in which people make big purchases.

The Congruence Model

The critical first step in creating and leading successful large-scale change is to totally understand the dynamics and performance of the company. It's simply impossible to prescribe the appropriate cure without first diagnosing the nature and intensity of organization's problems. Without a detailed roadmap - a model - for understanding the myriad performance issues at work in today's complex companies, leaders are likely to propose changes that address symptoms, alternatively than causes. Although there are countless organizational models, our purpose is here to describe on particular strategy - the congruence style of organizational behaviour. We have found the congruence model to be particularly useful in helping leaders to comprehend and analyze their organization's performance.

Nadler & Tushman's congruence model is recognized as an available system model that is dependant on the affirmation that the organizational performance is set as the congruence between varying elements of organization. It is important to notice that the congruence is defined as the amount to which the demands, needs, targets, goals and constructions of one aspect are regular with another.

Key Organizational Input

An organization's suggestions includes the surroundings, resources and background. Every organization is available within a larger environment, which include people, other organizations, social and economic makes, and legal constraints. The next source of suggestions is the organization's resources, including the full selection of accessible possessions - employees, technology, capital, and information. There exists considerable information that just how a business functions today is greatly affected by landmark incidents that took place in its former.

The Organizational Transformation Process

The heart of the model is the change process, embodied in the organization, which draw upon the suggestions implicit in the surroundings, resources and background to make a set of outcome. The organization has four key components: the task; individuals who perform the work; the formal organizational preparations that provide framework and direction to their work; and the casual organization, sometimes referred to as culture or operating environment, that displays the values, beliefs, and behavioural patterns.

The Concept of Output

The final aspect in the congruence model is the idea of productivity. Very simply, the organization's performance rests upon the alignment of every of the components - the task, people, framework, and culture - with all of the others.

Analysis of the problems

Nadler & Tushman (1997) identified eight steps of activities that help market leaders understand the connections of causes that form the performance of every organization, and offer them opportunity of dealing with their own visitors to design and put into action solutions to their organization's unique problems.

1. Identify the symptoms - list the phenomena that claim that there might be issues. The global financial meltdown, which begun in nov 2007, can be considered as the primary symptom of the issues in "Kaspi Lender" JSC. The crisis severely affected the growth of the market of Kazakhstan, as a result unemployment rose substantially. As a result, the bank's liabilities suffered of non-repayment of loans, and the money held for customers increased by KZT 129, 461, 461 (US$ 995, 857) (Consolidated financial statement, 2008).
2. Specify the source - identify important elements of the organization's environment, resources, and strategy. The fundamental aim of the Bank's activity is to provide customers and lovers a full spectral range of possibilities provided by the present day market. Moreover, the quest of the Bank is to exceed the expectations of each customer by giving the services of high quality. THE LENDER resources are financial funds, emergency money, financial property, advisory funds, loans to customers, opportunities, set capital, and intangible assets, which account for KZT 267, 071, 409 (US$ 2, 054, 395) (Consolidated financial article, 2008).
3. Define the output - collect information on both the meant organizational result and the output that is really occurring. The outcome of the lender is the expansion of customer basic by SME that require loans, and human population that represents good potential possibilities for expansion of depositary platform and diversification of credit profile. Moreover, the lender is thinking about increase of collateral capital by appeal of new shareholders and issuing of securities that provides the rise of most assets.
4. Determine the issues - identify the space between the meant and actual outputs and the price of this difference in terms of organizational performance. "Kaspi Loan company" JSC recruited a lot of employees in 2006-2007, through the rapid development of the overall economy of Kazakhstan, to develop and sustain the disbursement of personal consumer loans. Mainly, these employees were aimed to Retail Business Team, which provides development, deal and support of products to individuals and SME (See Stand 3. 1). The days of rapid growth are well and truly over. Corporate and business loan book expansion is fluctuating around zero, and the outstanding amount of lending options granted to individuals has dropped. In the liabilities side, corporate and business debris have been a significant, but insufficient, way to obtain funding to displace foreign debt. Therefore, you don't have for excessive labor force, as slack resources by means of excess employees, unused productive capacity, and pointless capital expenses add costs to organizations resulting in competitive disadvantages and reduced performance.
5. Describe the organizational components - acquire data on the four organizational components, but in doing so recognize that not all problems have interior causes; the problem may be a strategy that's not longer appropriate. The organizational components include the work, folks, the formal organization, and the casual organization.

As for work, there's a necessity of growing new job explanations, decreasing the number of management levels in Retail Business Section, and, lastly, devolving decision making to the cheapest point possible.

As for people, there's a necessity to reassess the qualification of Retail Business department's staff, because the performance of employees is one of the principal known reasons for the organization's lifestyle.

As for formal firm, the machine of the lender in stagnation, however it will facilitate to help make the system healthier, cleaning it up on the asset aspect and taking liabilities more in line with domestic sources, lowering reliance on international options. Therefore, there's a requirement for improvement of financial management and functional efficiency by organizational restructurization and investment into information technology, and more specifically, Retail Business Office should continue the implementation of advanced information systems. In addition, it is vital to revise the Human Resources strategy, streamline current bureaucratic systems by commencing workflow evaluation, and establish clear communication channels between.

Finally, from casual organization's perspective, there's a necessity of execution of corporate communal responsibility and business methods based on moral values, admiration of workers, residents, and environment.

1. Assess the congruence - assess congruence between the various components of the business (as specified in the model). There needs to be consistency between your four components mixed up in change process, specifically, work, people, formal company, and casual organizational arrangements for the change to be effective. It is important to draw focus on decrease of the number of management levels in Retail Business Office, reassessment of employees' certification of current section, and revision of the RECRUITING strategy of the lender, as these issues are vital for further development of the lender and its own financial soundness.
2. Generate hypotheses - web page link the congruence analysis to the problem identification to identify key factors needing attention. The critical indicators that require proper attention are subsequent improvement of the financial position of the Bank, efficiency of the efficiency of current labor force, regulation and slicing the unnecessary spending, and augmentation of service quality.
3. Identify action steps - signify what activities might remove or decrease the problem. Taking into consideration the above-mentioned problems, it is recommended for the management of Retail Business Section to work with the downsizing method, to be able to dismiss the employees to improve the costs and boost the profitability.

Downsizing program

There are extensive explanations for downsizing in modern management books. Downsizing can be explained as measures connected with reduction of abnormal workplaces (Tomasko 1987, p. 66); Optimization of business size (Manson 2000, p. 32); Strategy of organizational design, business operations, corporate culture, beliefs, relations and mission change (Esther 2004, p. 54); Lively or proactive strategy, the goal of which is search engine optimization of firm size, decrease of production costs, transformation of business operations (Palmer, Dunford & Akin, 2009, p. 100).

From definitions it is understandable that downsizing is a sophisticated operation (strategy) linked with search engine optimization of group size scheduled to effective HR-activities execution, change of company structure, and change of key purposes and business processes. Through the given explanation some distinctive features of downsizing are recognized: a) Downsizing shouldn't be considered as fundamental, radical, essential change in business; b) According for some researchers, the organization should realize downsizing regularly (Burke & Cooper 2000, p. 58); c) Downsizing actions can be integrated within the limits of traditional hierarchical framework (Kirkpatrick 2001, p. 143); d) In downsizing proper attention is paid to reduction of workplaces (Randall 2004, p. 28).

It is necessary for "Kaspi Standard bank" JSC to reduce workforce, change organization tactics to solve current problems. Dismissal of staff should be became aware by eliminating certain amount of employees in Retail Business Division, particularly, those who work in Deal, Corporate Entity Service, Consumer Service, and SME subdivisions. Currently, corporate loan publication development is fluctuating around zero, and the spectacular amount of lending options granted to individuals has fallen. As the lender loses revenues, it initiated the cutting cost activities that are directed to dismissal of increased workforce.

As a result, downsizing program will lead to the change of settings of Retail Business Division (elements of objective organizational culture). However, in cases like this traditional, hierarchical elements of organizational structure, and some business techniques can disappear; It really is quite possible the incident of atmosphere of changes and targets of negative effects in Retail Business Office. Moreover, there's a big probability of mass lay-offs of workers; consequently trade-union of "Kaspi Loan provider" can set up affect, pickets, and demonstrations.

However, it is important to remember that downsizing program can transform the worth and ideology of "Kaspi Bank". For instance, it is quite possible the change of some proper, tactical and functional purposes of Retail Business Team of "Kaspi Bank". Then, priorities can be evolved in mutual relations with stakeholders - balance of hobbies of "Kaspi Lender" is displaced towards management and (or) shareholders. Certainly, the prices of human resources work raises; and there's a likelihood of marketing and financial plan change. Besides, there could be the changes in professionals and subordinates relationships, as emphasis becomes a social-psychological aspect works; and competition appears between the workers of Retail Business Division scheduled to downsizing program. Finally, decision of management on minimization of negative results of downsizing program promotes strengthening of organizational culture of "Kaspi Bank".

Probable dangers of downsizing program

During downsizing realization program no one is covered with insurance from negative results. Palmer, Dunford & Akin (2009, p. 100) downsizing can lead to the loss of important and skilled employees. Problems appear when companies aren't open about the marketplace situation they face and the future of their left over employees is uncertain. Palmer, Dunford & Akin (2009, p. 101) set up that interacting future vision and strategy to shareholders, employees, and other constituents becomes an important change concern. As mentioned, downsizing is not necessarily the most likely and effective way to commence a restructuring program and many companies do not may actually seek original alternatives to this method. Deciding whether to employ a swap method is an integral issue that should be evaluated by change managers.

Major downsizing risks

1. Incorrect selection of downsizing method
2. Anticipatory evaluation of downsizing outcomes
3. Insufficient qualification of company management
4. Incorrect examination of necessary resources for downsizing
5. Low drive of downsizing process participants
6. Negative interpersonal consequences
7. Unqualified legal support of process

Incorrect selection of downsizing method

If Retail Business Division of "Kaspi bank" has made decision on utilizing functional downsizing, so next methods can be used. Firstly, it is effective to use the methods of re-structuring a house organic, such as tenancy, booking, liquidation, write-off of actives. Subsequently, ways of re-structuring of records receivable, specifically, a acknowledgement the debts as invalid, a wait or installments of your debt with the next repayment, repayment of money with the minimum amount costs, the repayment of the rights of requirements to the creditor with the next presentation of requirements and a great many other things. Finally, Retail Business Section of "Kaspi bank or investment company" may use re-structuring ways of accounts receivable, included in this repayment of debts with reception of the utmost economic gain, a identification of money void, and also various kinds of dismissal or reduction of quantity of employees.

However, if Retail Business Office of "Kaspi standard bank" has recently achieved high level of operational efficiency, it starts to use tools of tactical downsizing, specifically improves structure of your business stock portfolio of the company, and creates administrative and financial prospect of new growth. Eventually, it'll assist Retail Business Team of "Kaspi loan company" to gain trust of investment community and can affect positively to results of its financial and economic activities.

Anticipatory analysis of downsizing outcomes

In practice, it is very difficult to determine the real results of structural changes. (Burke & Cooper 2000, p. 166) Company management often allows negative short-term results of downsizing because of its outcomes. In cases like this, it is quite possible that downsizing program can be curtailed, and tactical purposes aren't come to. For minimization of the risk, it is significant for Retail Business Team of "Kaspi bank or investment company" to sophisticated competently the downsizing program with detailed description of all short-term results and aim for indicators, and and yes it is essential to provide staff with accurate perseverance of long-term goals.

Insufficient certification of company management

There are two ways of minimization of the risk. First, management of Retail Business Department of "Kaspi bank" is dismissed, and a new management team is recruited. Second, professional training seminars and trainings are organized for current management team of Retail Business Department of "Kaspi loan provider" to provide description of purposes and basic guidelines of downsizing. However, it is a good idea to involve exterior experts to identify and take care of this risk properly.

Incorrect assessment of necessary resources for downsizing

Traditionally, companies underestimate the complexness of downsizing (Burke & Cooper 2000, p. 167). Therefore, limited time conditions are promoted because of its realization, and usually insignificant variety of experts is engaged, and poor funding is allocated.

Low determination of downsizing process participants

This risk indicates not only various degree of interest of Retail Business Office of "Kaspi loan company" employees in structural changes. However, it also contains the turmoil of pursuits, which can happen between management and shareholders of "Kaspi standard bank" during downsizing, therefore make a difference negatively staff determination during the implementation of project. Aspiration of shareholders to accomplish seeks of downsizing should be transferred both to top-managers team and other managers.

Negative communal consequences

(Tomasko 1987, p. 90) Incident of negative sociable consequences through the execution of downsizing program is a standard practice, which runs in the countries with market current economic climate. It could be referred to as mass reduction of workers from companies and organizations, dismissals in liquidated companies, and closings of companies of interpersonal sphere.

In Kazakhstan, reduction of staff and reducing careers especially has been expanded in 1990s. Now companies, consuming a state policy, change their frame of mind to corporate cultural responsibility, and declare the creation of new workplaces.

Unqualified legal support of process

Usually, there is a necessity to put into action legal transformations during downsizing. In Kazakhstan the most wide-spread procedure is the creation of several affiliated companies based on main company. There is absolutely no authentic reports in Kazakhstan about how precisely many downsizing programs have been noticed under such plans. And it is obvious that applying of legal downsizing without real organizational changes, financial and industrial systems' assistance is inadequate. On the other hand, legal support inability can affect negatively the transformations that have already been integrated in company.

Restructurization as substitute method

Primary cause for implementation of restructurization in Retail Business Office of "Kaspi loan company" is low efficiency of these activity which is portrayed in unsatisfactory financial indications, in lack of floating investments, in high level account and notice receivables. Restructurization of Retail Business Section of "Kaspi standard bank" should be integrated for increase of competitiveness of department with the subsequent surge of its cost, also for efficiency of control system, the financial and financial policy of the lender, its operational activities, system of marketing and sale, recruiting management.

(Senior & Fleming 2006, p. 114) Depending on company strategy and purposes, restructurization is divided the following: operational and tactical.

Operational restructurization serves as a the composition change of the company for the intended purpose of its financial improvement (if the company encounters an emergency), or for the intended purpose of financial solvency improvement (Poole & Truck den Den 2004, p. 234). Result of functional restructurization is the acceptance of transparent plus more functional company. Operational restructurization promotes improvement of company activities in short-term period and creates preconditions for utilizing strategic restructurization.

Strategic restructurization is the procedure of structural changes, which is targeted on increase of investment elegance of the company, development of its opportunities on attraction of exterior investment and cost progress (Poole & Truck den Den 2004, p. 237). Realization of restructurization of the kind is targeted on success of long-term goals. Benefits of successful execution are as follows: increased circulation of future world wide web profit, expansion of company competitiveness and market cost of its own collateral capital. Implementing of both functional and tactical restructurization can cover all areas of business system or split components.

As specified in Desk 2. 1, in the first stage it is necessary to look for the purposes of restructurization of Retail Business Department of "Kaspi bank". Shareholders and management must identify what concern is problematic in current activity of Retail Business Office of "Kaspi bank", and what they would like to achieve consequently of structural changes. The further development of Retail Business Team of "Kaspi loan provider" and appropriately end result of restructurization program depends upon how competently the purposes and problems are decided.

In the second stage it is significant to identify Retail Business Department of "Kaspi bank". The original purpose of prognosis is to recognize Retail business department's problems, establish its weak and talents, and understand development perspectives and success of further investment to this field. In prognosis, as a rule, legal, tax, functional activity evaluation is implemented; furthermore the marketplace and investment attractiveness of the lender is supervised. Also Retail Business Department's financial condition, strategy and management activities are examined.

In the third stage the restructurization strategy and plan is developed. At this time, choice options of Retail Business Division of "Kaspi standard bank" development are elaborated regarding to data that is received from diagnosis. For every option restructurization methods are motivated, estimated results are determined, possible dangers and quantities of involved resources are assessed. Based on various requirements shareholders and management of the bank make estimation of efficiency choice options, corresponding to which restructurization program is developed.

In the fourth level restructurization of Retail Business Section of "Kaspi loan provider" is integrated, in line with the developed program. Experts' team is made which is involved in work, and then all periods of program are noticed consecutively. Inside the fourth level goal articles are specified, and when the deviation is took place, Retail Business Department of "Kaspi standard bank" holds out program of updating.

Finally, in the fifth stage restructurization program of Retail Business Team of "Kaspi loan company" is backed and estimation of its outcomes is provided. In the last level the team that is responsible for realization of restructurization program, carries out the control over implementation of goal articles, analyzes the final results and prepares a complete statement on the done work.

Supplementary techniques to preserve restructurization

According to see, many lenders not only late in willpower of factors behind problems, but also do not consider these problems as interconnected concern. Consequently, initiatives on overcoming the problems do not bring complex character, expenses increase and there is a big probability of incident of similar or new problems in future.

For example, reduction in sales amounts can be considered a effect of several reasons: a) Non-competitive pricing; b) Changes in market demand; c) Poor quality of services; d) Loss of technological benefit; e) Insufficient good strategy and sales system. (Esther 2004, p. 112)

It is necessary to put into practice simultaneous restructurization of Retail Business Division of "Kaspi bank" for modification of negative dynamics of sales. Besides, such dynamics of sales, possibly, will lead to diminish in level of profitability of business and, as final result, liquidities of business of "Kaspi bank".

What will be the basic opportunities of improvement? It's important to designate only basic guidelines of transformation:

Improvement of financial final results of Retail Business Team of "Kaspi standard bank" by changing of commercial service nomenclature to modern and profitable; changing of deal structure; marketing of business process; decrease of constant expenses; success of best conditions in loan company; achievements of best conditions on service of existing loan provider debts; and search engine optimization of taxation techniques.

Forecasting and management of cash flow in Retail Business Department of "Kaspi standard bank" by reduced amount of payment terms under new deals of service sales; optimization of capital opportunities program; liberation of money resources credited to price of decrease and management of accounts receivable; and management of be aware receivable level.

In the pursuits of shareholders and other basic interested gatherings, restructurization of Retail Business Department of "Kaspi loan company" should be integrated by persistence of problems, without wanting their aggravations to an emergency level. Major factors of such process are quickness of evaluation, decisions and useful actions; ability of management team to analyze the conditions of Retail Business Division and factors behind negative consequences; potential of Retail Business Section management to put into practice complex transformations; tactical aims and purposes of "Kaspi bank" shareholders; and interests of all basic involved celebrations.

Political issues of downsizing program

It established fact that organizational change is an activity of transition of system to qualitatively another condition according to your representation of desirable future. As a rule, they are linked with change of business strategy, for example, expansion to new market segments, merge and acquisition of others that is quite usual for Kazakhstan business currently level of its development. It really is definitely true that organizational changes are aimed on increase of management efficiency.

Reforms in Retail Business Office of "Kaspi loan provider" connected with control system change virtually are executed with participation of shareholders (whether reforms are applied by external consultants, or independently). It is vital that Human Resources Section of "Kaspi standard bank" using its chief manager has corresponding status that allows those to commence organizational changes, rather than simply serving this process.

(Burke & Cooper 2000, p. 311) It really is obvious that there surely is probability to avoid major problems beforehand by consultations with initiators of changes to choose good strategies.

On the one hand, RECRUITING Division of "Kaspi bank or investment company" performs as specialist of shareholders and top-managers team, and on the other hands, assists to realize available plans. Along with the specified functions, Human Resources Team of "Kaspi loan company" in organizational changes operates as facilitator and catalyst.

Organizational changes cause always resistance from normal employees (Kirkpatrick 2001, p. 21); therefore Retail business section in cooperation with Human Resources Team have to beat this resistance. To attain effective realisation of organizational changes, it is important to undertake pursuing steps.

Recognition of basic threats

Basic dangers of successful realisation of organizational changes in Retail Business Section of "Kaspi bank or investment company" are unclear representation of desired future, lack of accurate conditions of purpose achievement and strategic guideline; inefficient change process plan, insufficient evaluation of available resources, i. e. human being, financial and time resources; amount of resistance to organizational changes from company employees; and insufficient readiness of personnel, including top management, to effective work in quickly varying business environment.

Despite the actual fact that move process is usually carefully prepared, practically changes result in a condition of uncertainty and uneasiness in organisation (Palmer, Dunford & Akin 2009, p. 163). Appropriately, success of change process in Retail Business Office of "Kaspi lender" is determined by to what magnitude the bank employees get excited about process, and how far the purposes of organizational changes are obvious and clear.

General eyesight of future allows uniting the personnel of Retail Business Team of "Kaspi standard bank" for the sake of overall aim success. Changes will never be successful, if purposes, requirements of their success, and also obvious features of new, suitable condition of corporation are unclear (Paton & McCalman 2008, p. 221). Before commencing the changes, it's important to make clear what for loan company will it really and what final results will be after change execution. After this, you'll be able to make an idea of measures, which answers a question how bank or investment company is going to transit a desirable future. Thus, it is significant that not only managers, but also employees participate in operation planning.

Conclusion

Representing myself as specialist on change process, it was essential for me to see the current situation at once; to be convinced that changes offered by me do not contradict programs for Retail Business Department's development. I had fashioned to check out changes from the idea of view of a predicament in which the Retail Business Section functions: whether there have been new opponents for lender; whether demand has transformed; whether new solutions developed; and also, whether political and financial situation has changed. It was important to analyze carefully as these external factors can affect on Retail Business Team of "Kaspi bank". My situation evaluation became the best reasoning substantiation of changes of organization work.

At last, the examination of current situation includes also an estimation of my very own sensations in a role of the head competitiveness. It was necessary to assess, whether I am ready to go up to the end, as it plays an integral role, especially if I was the initiator of carrying out of reforms. It was essential for me to get appropriate idea about the main one who will support enhancements and who'll resist it. Before beginning the examination of change process that can turn back subsequently a serious problem, I put to specify the priorities and purposes.

Reference

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