Rbtt's Cost Swot: The 2008 Global Economic Crisis

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The 2008 global economic crisis meant that RBTT sold at the best time as waiting an additional year would have greatly diminished the acquisition cost. Persons in the Caribbean who are already risk averse were borrowing less and saving more. This meant that RBC's revenues were decreasing while they had the additional cost of training as well as bringing in and housing foreign-based employees to help manage the acquisition. This placed additional pressure on RBC as they now had to find a way to manage increasing expenses while revenues decreased. Although some changes were already occurring, RBC needed to make additional adjustments to the modus operandi. Organizational Structure The most notable change was the transformation of the leadership structure as RBTT moved from a decentralized managerial style of having one Country Head…show more content…
This however was diminished as rumours started to circulate about the acquisition. At that time, employees felt that senior management was not being honest and straightforward with them. Those involved in the acquisition however, had to sign a non-discloser agreement for confidentiality reasons in order to protect the sale and prevent instability. Consequently, as management agreed not to disclose any information about the sale, employees felt mistreated as management was failing to share critical information with them. As a result, to address this uncertainty and to provide comfort to the employees, senior management decided that strategically, it would be best to inform all the branches at the same time, explaining to them the advantages of the deal and the ways that it would prove to be beneficial to the bank as well as the employees themselves. After the acquisition, RBC needed to keep the line of communication open to ensure that the rebuilt connection with employees was
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