Organisational change ; Diversity ; Leadership

It was June 2003 and just over a year-and-a-half since First National Bank (FNB) Metro (a division of FNB Retail) had completed the first stage of Vuka, an organisational transformation initiative aimed at changing FNB Metro's culture into one based on a shared vision and values, appreciated diversity and embraced personal empowerment. The first part of the initiative, during which all employees were sent on an intensive intervention aimed at breaking down racial barriers and generating common goals and values, had been a resounding success. There was greater racial harmony and a new unity at FNB Metro, as well as a common commitment to the company's vision. The bank's results had improved, as had its service levels. In addition, there had been a net increase in customer numbers at FNB Metro, reversing the negative trend of the previous few years. The second part of the initiative, which was intended to institutionalise the new culture, had met with patchy success. It hinged on establishing regular, values-based, non-hierarchical meetings throughout the bank. Staff were encouraged to bring issues of importance to the branch to these meetings so that they could be discussed and resolved. Peet van der Walt, the Chief Operating Officer of FNB Metro, wondered what could be done to embed the new culture in the organisation. Was it simply a matter of providing better training to the umhlangano facilitators, or would it require more than that?