Introduction
The corporate world faces many challenges and opportunities as companies acquire, merger and downsize. Many companies like FAFS/ABI require increase productivity at reduced costs to compete and must find ways to be creative and innovative beyond normal corporate operations. According to June Maul, EdD, “problem solving is a core capability required to realize these opportunities.” (Maul, 2008) Organizations with good leaders and managers can provide order and stability with well-designed plans and goals to measure organization and project performance. By developing an effective strategic implementation initiative process, leaders can guide the direction and operation of multiple projects, align with the stakeholder network to navigate the through the challenges and opportunities of change. (Gray and Larson, 2006).
The banking industry is facing unprecedented challenges due to fierce global competition, demographic shifts, new rivals, stringent regulation, new technology and changes in the environment. ABI/FAFS success can align with a strategic understanding of external influences and maintain a strategic control of the internal environment. ABI/FAFS needs to develop a system to measure and evaluate performance focusing on the customer. Per (Beard and Dougan, 2004), “organizations that are forward looking and progressive in their strategic plan continually want to improve performance in achieving sustained success in both ongoing operations and managing project.”
A clear understanding of post-merger performance will help ABI/FAFS to facilitate decision-making and ensure success in the future. Both companies can have a competitive advantage and the potential for success if the leadership implements effective techniques and strategies that will ...