Introduction

BOKG known to be a regional bank company who is now administered by Paula Bryant Ellis who agreed to manage the conversion of the community reinvestment act which normally proclaimed that regulated financial institutions have continually and affirmative obligations to help meet the credit needs of the local communities in which they chartered the majority of the way the system is currently running will have to be upgraded to take the change from the CRA to the CDBG successfully. Ellis would eventually develop a vision and initial steps to make the change possible right away.

Background

Steve Bradshaw CEO of BOKF, became aware of the situation going on with the CRA department and made a decision of recruiting a manager that would have the sufficient knowledge to manage also resolve the current issues the CRA department was currently facing. CRA’s current dilemmas were being noticed through out the whole corporation. Steve Bradshaw only evaluated the issues going on through the obvious which in this case was the strategic risk, this risk involves the demand shortfall, costumer retention, integration problems, and regulation. The proven manager that would take on the responsibility of initiating a change to better this department would have to go into greater depth in searching the bigger issues the company is having. Steve Bradshaw, gave this opportunity to Paula Bryant Ellis whom met the requirements for this particular position due to her experience as an executive in an organization focused on community development projects, even though Paula was no longer a current employee at a bank, Steve believe she had enough experience and attitude that was needed to implement a change and avoid the CRA department from lacking any regulations that needed to be met. Furthermore, Bryant-Ellis, commenced her diagnosis by relying on her knowledge she had gained on her previous project, secondly, Ellis would have to work and become familiar with the other departments in BOKF, last but not least, she had to gain knowledge with in the first three months of the banking regulations and bankings whose antecedents were known to be excellence. The entire evaluation made by Ellis would allow her to decide how to bring in new talents and organize the group around acceptance of duties, lending and investment activities. Three main problems Ellis would encounter while implementing the change to the CRA department would first be the lack of support from the divisions and subsidiaries, secondly, recruiting leaders with the correct qualifications to help improve the CRA and their reputation, and moreover, Ellis would have to create her own procedures for herself.