Employees of the Bank of Montreal, are currently living a grey period of the sigmoid curve. Bank of Montreal has understood that they were in the point A of the sigmoid and that change was required to better improve their competitive advantage. While many long time employees were still used to the old procedures and old administrative methods such as being intimidated by their direct superiors due to their power of decision and the image they reflected to the lower level employees.
The bank decided that a change in the higher levels needed to be done and by hiring several young professionals to fulfill managerial positions within the bank the employee relationship with its employer changed drastically. Old time employees for example were not used to approach their supervisors any time when they needed. Before when employees were called to their superior’s office they used to think that it was a matter of negative feedback. However, with the new changes made to the different corporate levels; employees were educated about the new practices such as the” open door policy “where managers are keen to leave their door opens when they are not in a meeting to attend any employee’s concern. At the beginning it was not easy to implement such practices since many long time managers were used to the old practices of being a “boss” and not a colleague at the same time. Many of these managers were close to their retirement so new managerial practices were being implemented in the transition of the retirement of the old time managers and the arrival of young professionals with innovative ideas.
Bank of Montreal successfully managed to change the image of a “dictatorial boss” to the image of a “comprehensive superior” even a friend in some cases as it noticed on time that they were in point A and it was the right moment to drag themselves up to point B before a collapse could occur within the employee relations.
In the lower level changes were made differently. For