Driving Change in a Large Australian Bank Despite Internal Challenges

Introduction

Belmore Digital, a leading Digital Marketing and SEO Consultancy run by JB, was engaged by one of Australia’s largest banks to help improve their digital marketing strategies. The client, a prominent financial institution, was looking to enhance their digital presence, optimise their SEO performance, and refine their PPC campaigns. However, they were facing internal challenges, particularly within their technical department, who were resistant to change and unwilling to consider new methods for improving performance.

The technical team, with a strong focus on their internal objectives, was hesitant to implement any changes, seeing no immediate need for alterations. This reluctance stemmed from a narrow view that prioritised departmental goals over the wider organisational objectives. Despite these obstacles, JB was determined to bring about incremental improvements that would benefit the client in the long term.

Actions Taken

Given the significant internal resistance, JB adopted a strategic and diplomatic approach to drive change. The process involved careful, persistent efforts to educate and persuade the client’s technical team, step by step. The key actions included:

1. Stakeholder Engagement and Education: JB understood that the key to overcoming resistance was to engage the technical department in meaningful discussions. This meant organising multiple meetings and discussions to explain the potential benefits of implementing change and how it could align with the wider objectives of the bank. JB took the time to demonstrate how incremental improvements could drive better long-term results, which ultimately helped to open the door to future changes.

2. Incremental Change Implementation: Rather than pushing for a complete overhaul, JB focused on implementing changes gradually. By introducing small, manageable adjustments to the existing systems and processes, JB was able to prove the value of these changes without overwhelming the client. This approach allowed the bank’s technical team to experience the benefits first-hand without feeling threatened by a sudden, large-scale change.

3. Continuous Communication and Diplomacy: Throughout the process, JB maintained a diplomatic approach, carefully managing communication and building rapport with the technical team. This often involved tackling concerns and addressing objections in a way that made it clear that the changes were in the bank’s best interest. Patience and persistence were key to ensuring that the client remained on board with the long-term vision.

4. Aligning Departmental and Organisational Objectives: JB worked closely with other departments within the bank to ensure that the changes being made were not just in the best interest of the technical team but also aligned with the broader organisational objectives. By bridging the gap between different departments, JB ensured that the changes had a positive impact across the entire organisation.