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Week 3 Assignment: Change Management Plan Proposal

Chanheng Seang

Westcliff University

Leading Strategic Change with Technology - MIS 520

Professor Hamed Taherdoost

Sep 21, 2025

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1. Executive Summary

This proposal is about a change management plan for Mbanq, a Banking-as-a-Service company that deliver fintech solution to client around the world.

The company core banking system is still monolithic, meaning all service like savings, loan, card, and compliance are inside one big code project. This was okay when

company was small, but now it causes problem for growth, testing, and collaboration.

The initiative is to restructure the system into modular architecture. Modularity means breaking the project into smaller modules, each with clear responsi-

bility, such as Core, Savings, Loan, and Credit Card. It is not microservice because everything still deploys together, but modular code help maintainability, make test-

ing easier, reduce dependency conflict, and allow different teams to work more independent (Architect - Break down Core, 2021).

The proposal explains the current problem, show objectives, and give strategy for managing the change. It also follows ideas from Hodges (2021) about

emotional reaction during change, and from Tidd and Bessant (2020) about innovation as continuous process. Guides from Indeed (n.d.), Harvard Business School On-

line (n.d.), Digital Leadership (n.d.), and Smartsheet (n.d.) also provide useful step-by-step approach for planning and reviewing change.

This change is not only about technical improvement but also about people. Employees need to learn new way to code, management need to explain vision

clearly, and stakeholder must be included. If managed well, the modularity project will bring more efficiency, better teamwork, and stronger system quality for the fu-

ture.

2. Problem Statement

Mbanq is growing and serving many clients across multiple regions, which means regulation requirements are strong. But the technology foundation is a

barrier. The core banking is still monolithic. Every time developers want to add or update something, they must go through the whole system. Even a small feature can

take long time and testing become very heavy. Bugs in one place often create issue in another place. Debugging is difficult and stressful.

Dependencies are another headache. Updating one library can break the entire system. Because of this, release is often delayed. Testing also is complex,

since the code is too connected, so unit testing is not effective and full system testing consume too much resource. Collaboration between teams is poor because no

clear ownership. Everyone touches the same big codebase, which create conflict and bottleneck.

If the company stay with this design, the development speed will continue to slow down. Cost of maintenance will increase, and delivering new features to

client will take longer. Competitors who already adopt modular approach can release faster and attract more clients. Also, regulation demand continues to rise. With the

current complexity, Mbanq risk to fail compliance in future. Hodges (2021) also remind that when people see no change, they lose confidence. This is true for both em-

ployees and clients.

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Without the change innovation will also become blocked. Tidd and Bessant (2020) explain that innovation is not one-time action but continuous process.

With monolithic structure, Mbanq cannot innovate at the right speed. This is why the change to modularity is critical.

3. Objectives

The plan has several objectives. The first objective is to restructure the core banking into modules by the end of 2025. The system will be separated into

clear functionality modules like Core, Savings, Loan, and Credit Card. Each will have its own boundary inside the project.

Another objective is to improve maintainability. Developer should be able to work on one module without breaking others. This will reduce bugs, make

debugging faster, and lower cost of long-term maintenance. Testing and dependency management must also improve. Each module will have its own test coverage and

its own dependencies, so update can be done with less risk.

Team collaboration is also part of the objectives. By giving each module to a team, accountability becomes more clear and parallel work becomes possi-

ble. The goal is to deliver new features 30 percent faster by mid-2026 compared to the current speed. Finally, employee adoption is key. Within six months after roll-

out, at least 80 percent of staff must be working with the modular structure, following the new guidelines and tools. These objectives are clear, measurable, and con-

nected to company growth strategy.

4. High-Level Strategy for Change

4.1 Communication

Communication is the most important part of this change. Employees must understand why modularity is necessary, how it will affect them, and what the

benefit is. If leaders do not explain clearly, staff may feel fear and rumors can spread (Hodges, 2021). To manage this, management will share updates regularly

through email, intranet pages, and town hall sessions. These messages will be honest and simple, talking both about benefit and risk. At the same time, feedback chan-

nels like Q&A or surveys will be open so employees can ask question and feel they are part of the plan.

4.2 Training and Capability Building

Another critical part is employee training. Many developers are used to single module code base, so they must learn new practice for modular project.

Training will be provided in workshop, online learning, and we also provide sandbox where people can try the new structure. A few developers will be selected as

change champions to support their colleagues. Training will not stop after rollout; every new tool or guideline will also include refresh sessions, because innovation re-

quire continuous learning (Tidd & Bessant, 2020).

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4.3 Resource Allocation

The change will not succeed without right resources. A dedicated project team will be created, including architect, senior developers, compliance officer,

and HR staff. Budget will be allocated for new tools, training material, and possibly consultant support. Leadership must also sponsor the project, giving both authority

and visibility. If employees see that executives support the change, they will trust it more.

4.4 Stakeholder Engagement

Stakeholders such as engineering teams, QA, compliance, and product managers must be included from beginning. Each team will have clear ownership of

modules. A pilot rollout with one or two modules, such as Savings or Loan, will be done first. After collecting feedback and fixing problems, the rollout will expand.

Hodges (2021) remind that people create their own meaning during change. If they are not involved, they may imagine negative meaning. Engaging them early helps

reduce resistance and build positive sense.

4.5 Measurement and Success Criteria

Measurement is the last part of the strategy. Without measurement, it is impossible to know if the change is successful. The company will track number of

modules completed, the average time to release features, bug fixing time, and staff adoption rate. The target is 30 percent faster delivery, 25 percent faster bug resolu-

tion, and more than 80 percent staff adoption. Milestones include pilot by end-2025, full modular rollout by early-2026, and optimization in mid-2026. Review meet-

ings will happen after each milestone. As Smartsheet (n.d.) and Harvard Business School Online (n.d.) suggest, review and adaptation are necessary for long-term suc-

cess.

5. Conclusion

Mbanq face strong pressure from competition and regulation. Old single module system is barrier. To survive and grow, company must modernize. The

change to modular project is critical.

The objectives are clear: finish transition by 2027, scale 50% more, reduce manual work 40%, be compliant, and reach 80% staff adoption. The strategy

cover communication, training, resource, stakeholder, and measurement.

By combining technology upgrade with people management, Mbanq can succeed. Change is never easy, but with strong plan and leadership, it is possible

(Hodges, 2021; Tidd & Bessant, 2020; Kotter, 2012).

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References

Architect – Break down Core into modules. (2021). Confluence document. Internal.

Digital Leadership. (n.d.). How to write an effective change management plan for an organization. [Link]

management-plan-for-an-organization/

Harvard Business School Online. (n.d.). Change management process: A complete guide. [Link]

Hodges, J. (2021). Managing and leading people through organizational change (2nd ed.). Kogan Page.

Indeed. (n.d.). What is a change management plan? (With templates). [Link]

Kotter, J. P. (2012). Leading change. Harvard Business Review Press.

Mbanq. (2025). Banking-as-a-Service Solutions. [Link]

Prosci. (2023). ADKAR: A model for change in business, government and our community. Prosci Research.

Smartsheet. (n.d.). Expert guide to writing an effective change management plan. [Link]

Tidd, J., & Bessant, J. R. (2020). Managing innovation: Integrating technological, market and organizational change (7th ed.). Wiley Global Education US.