* post Strategy:
Commsec: all ab bulge Innovation, customer focus, price fight very similar to Infosys
* Core competencies:
Commsec: customer Service and support
non far from Account Management in the case of Infosys
* congruousness Model:
1. People
Executives appointment:
Executives were recruited internally from within the bank, although they were knew to the equity commercialize but they went through extensive training and learning programs to spree the ASX examinations.
This is links to our recommendation of recruit for the new executive moorage from within the organisation.
2. Leadership
Consultation / autonomy and empowerment style were adopted by Commsec.
This implies the adhocracy leadership recommendation
3. Culture
Young, motivated, for innovation. Market to achieve competitive advantages
4. Structure
radical and flat, away from the hierarchy style (this is required to encourage innovation)
here is the challenge though, Commsec avoided the central central functions of the bank kept closely of its operations separate yet leveraging the banks strengths where possible.
During its early years, Commsec remained relatively autonomous.
It avoided much
direct involvement from the Bank, which was thus primarily focused on other major
investment activities, such as the Bank?s entry into the general insurance market.
We were cautious because we knew that we were way out on a very thin limb. I didn?t actually know
this at the time but we would have been sliced off at the drop of hat. We were an experiment and,
had it not worked, then the Bank would have walked away from it. Leigh Conder, Operations
Manager
5. System
Away from the CBA Bureaucratic processes, Commsec embraced a more relaxed systems that worked around delighting customers (Account Mnagament)
* Capture customer feedback (complaint mgt)
* Monitor competitors pricing...If you inadequacy to get a full essay, order it on our website: Orderessay
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