What trends and opportunities was the banking industry in general, and ANZ in its home Australian market in particular, facing when ANZ began to implement the agile transformation in 2017?What were Elliott’s motivations to implement the agile transformation at ANZ? Why did the board of directors appoint him as CEO on January 1, 2016?What were the challenges to ANZ’s culture before Elliott became the CEO? Could the agile transformation address those challenges?By May 2019, when ANZ paused the rapid expansion of its agile transformation program, how effectively had ANZ implemented the program?Should ANZ scale up the agile transformation to the entire organization and outside of Australia? What should Elliott do to remove obstacles and deliver the transformation successfully?
The post Australia and New Zealand Banking Group (ANZ) Case