ManaginTensions Between Agility and Bureaucracy in Organizational Risk Management Procedures

Abstract

The Bank’s working conditions are changing very fast and the regulatory environment is characterized by contradictory norms. Accordingly, the bank needs to adapt and to ensure compliance. The underlying hypothesis is that an innovative Management Consulting (MC) approach ensures the integration of the control departments and improves the management of norms: How does the Bank manage the proliferation of complex norms and move from a fragmented internal control system to an integrated and efficient system? In this paper, change management will be assessed and implemented in a bank. At the theoretical level, the study is based on the risk, control, Tetranormalization and the Socio-Economic Approach to Management theories. At the empirical level, it mobilizes an Intervention Research (IR) project carried out within a Bank in the Middle East. The results indicate that an agile and integrated control system is based on the principles of simulation, synchronization, decentralization and vigilance.