In May 2019, Australia and New Zealand Banking Group (ANZ) had paused rapid expansion of its massive agile organizational transformation, trying to make the existing program work better. ANZ announced the decision to take the bank agile in May 2017, moving from the traditional command-and-control, risk-based, and process-driven hierarchy to collaborative teamwork. Such decisions came after not only competitive pressures from the disruptive entry of financial technology companies but also a series of internal scandals. Would the agile transformation be a solution for ANZ to respond to these external and internal challenges? How could ANZ be successfully transformed, given its corporate culture that had been deeply rooted for over 180 years?
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