ALMAS FARAH DINNA DEWI
The success of change is the success of the change agents in terms of
understanding and implementing a change. To achieve its vision, Bank Mandiri
conducted a reorganization in 2015. Initially Bank Mandiri used business unit
strategy and now has become a horizontal strategy where all business units joined
in a command to achieve synergies and avoid silo.
This study presents input to Bank Mandiri about the complexity of the
changes and the implementation to the reorganization phenomenon that occurs in
Bank Mandiri. To provide evidence about the views of employees as agents of
change, this research uses qualitative methods guided by stage of change should
have happened according to Lewin’s Model and Kotter's Model of Change theory.
Another theory used is Dunphy and Stace's Model of Change to enrich the
Based on the results of the literature review, interview and other data
resources, this study identifies and describes how employees of Bank Mandiri feel
and manage their work life, especially in times of change. So far the employees
have a common understanding of the problems faced by this organization. But a
different understanding of the importance of reorganization and a practice in the
field that has not been perfect become a finding in this research that can be
considered in order to create effective organizational change in Bank Mandiri.
Some inputs and alternative base on employee’s perspective also can be used as
improvement for the implementation of reorganization in Bank Mandiri in the
Keywords: Organizational Change, Reorganization, Lewin’s Model, Kotter’s
Model, Bank Mandiri.