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1. Introduce and promote creative thinking techniques to foster personal and team innovation
2. Evaluate overall context for individual and collective innovative thinking and creativity

Importance of Stimulating Willingness for Creative Efforts in an Organization

The report aims to implement innovation in the banking sectors of the Australia. The bank selected for the implementation process is depicted with NAB. The main technology implementation will be considered with using an oracle-based software which will aim at registering of the debit cards in the mobile allow for contactless transferring of money. Some of the main discussion of the study has been shown with Leadership factors influencing innovation, Personal experience till date, Leadership factors influencing culture and practice of innovative thinking and drawing the effective relationship with the leadership style and innovation. Some of the other discussions of the study is implemented with the application of the leadership styles which will influence the overall technology in the banking sector. Some of the various types of the other discussions of the study will incorporate the assessment tasks showing factors driving  Innovation in the selected bank along with the implications and incorporate Lead and sustain innovation thinking and practice. 

Implementation of innovation in banks by creating a mobile payment service in NAB. The main technology will be used for registering of the debit cards in the mobile will allow for contactless transferring of money.  The innovation factor will be determined by the performance of teams and how the team perform is dependent upon the leadership characteristics in a period of 6 months.

I have learned that in an organization, it is required on part of employees to stimulate their willingness for undertaking creative efforts.

Innovation in organization is underpinned by motivation at organizational level, management practices and innovation.

I have gained experience that team norms should be established for creation of innovation within the organization. There is a combination of different leadership style that is adopted by leaders for producing creative ideas and product and services (??can et al. 2014).

Characteristics of leadership encouraging innovation:

Innovative leaders are required to create the idea behind innovation that envisions path converting such idea into reality.

Weakness and strength of leadership styles:

The main strength of adopting different style of leadership is that they are representative of distinctive lines of comprehensive and thoughts at the same time. In addition to this, it also helps in creating a stringent and systematic framework.

There exists different demand on leadership using different styles as the difference is attributable to their opinion in the process of decision making.

Feedback about manager or mentor in the work environment:

The feedback that can be provided is that the link between different style of leadership and different innovation stages varies.

Factors Encouraging Innovation in Organization

Identification of professional development:

The professional development concerning employees at different levels receives assistance from leadership styles. 

In enhancing the creativity in banking services, leadership plays a crucial role by driving and launching innovation projects. There have been several types of the previous initiatives in the past which shows how ATM machine identified faces of the customers. The present technology implementation is seen to be depicted with the application of the contactless mobile payment service.

In a culture of implementation of innovative ideas within organization, there is required to have sufficient management of innovation.

The collective ideas, beliefs and organizational member principles are represented by collective principles. In current situation, organization has hierarchy style of culture.

The management style of organization is authoritarian where managers are possibly low on agreeableness and high in conscientiousness.

Innovation management and leadership have several aspects by focusing exclusively style of leadership relating to innovation (Renko et al. 2015). In several innovation projects, it has been found that participative and directive leaders play a considerable role.

The current structure of organization can be improved by enabling leaders to adopt leadership style that is participative.

Leader influence on organization’s innovative capability:

The innovative capability of organization is influenced by the style of leadership and it is indicated by research that for establishment of clear rules, directive leadership styles is relevant (Anderson et al. 2014).

Citing example from good practice:

The innovations of firms receive are seen with considerable amount of contribution from interactive style of leadership. However, some kind of guidance is involved such as coaching for innovating.

Factors generating, supporting and promoting innovation:

The most important factors for supporting innovation are style of leadership in organization (Lofquist and Matthiesen 2017). In addition to this, organizational culture and management style also plays a considerable role.

Involvement of key stakeholders in implementation of innovative culture within organization:

Some of the key stakeholders that are to be involved in innovative projects include employees, senior management executives, third parties such as agencies and government and valuable customers of NAB.

Tools, strategies and techniques for engagement, consultation and communication within organizational environment:

Organization needs to employ adequate tools of communication for enhancing flow of activities. Moreover, for consultation and engagement on larger scale, employees and managers should be trained.

Meaning of business model:

Business model is the structure that incorporates the goals, purpose and ongoing plans of organization for supporting the viability of business.

Leadership Styles and Characteristics Encouraging Innovation

Link between organization and business model:

The model business determines the way organization is structured and what sort of culture is followed. Business model and performance of organization are related positively.

Description of business model of organization:

The business model is the description about how NAB will operate by framing the source of efficiency, effectiveness and agility.

Difference between business model of organization and that of peers:

The business model of peer is based on structure that is used for designing new products while that of concerned organization is about operation of activities.

Leadership style necessary for fostering and maintaining innovative working environment:

Some of the leadership styles are listed below:

Participative and directive leadership

Shared leadership

Instrumental leadership and strategic leadership

Distributive leadership:

Identification of directions, initiatives and programs in organization:

Organizations are required to take initiative actions on part of initiating innovative projects. In addition to this, they are required to implement the activities that helps in guiding the innovative projects. 

Implementation of innovative projects within the organizational context is driven by the ideas and creative thinking of leaders and managers.

In order to promote innovative idea within the environment of team, members should be provided with a reason and importance of innovation should be continually stressed.

The nature of problem might be associated with resistance on part of employees or unwillingness on their part to work or carry out innovative projects.

The authoritarian and charismatic style of leadership at organizational level should be implemented for solving problem at workplace.  

Identification of opportunity at workplace can be done by assessing employees and by finding out their willingness to work on innovative projects.

Stakeholders have considerable interest in solving the problems as they are directly related and performance of NAB has a direct influence on them.

Development of strategy is associated with solving the problem in an efficient manner which is related to time, direction and materials.

The risk decision and strategy should be integrated effectively along with development of risk management experience and skills in employees.

Steps in the particular technique application in the problem solving activity:

Steps are mentioned in points below:

  • Identification of problems
  • Identification of root causes of problems
  • Methods for curtailing it
  • Development of appropriate strategies

Identification of issue is done by implementation of appropriate tools and techniques as it has considerable impact on working environment.

Some of the drivers include human resource management which is responsible for ensuring that employees remain productive. There should be accurate time tracking and easy data access (Donate and de Pablo 2015).

The Role of Leadership in Enhancing Creativity in Banking Services

Problems at workplace are supported by identifying the facts and causes that has led to occurrence of such issue. It is the responsibility of leaders and managers to ensure that problems are addressed using appropriate employment of tools and techniques.

  • Identifying wide range of alternative solutions to the issue faced at workplace
  • Development of appropriate strategies to deal with employment of the identified solutions.
  • Arranging for the management level personas responsible for solving such issue.
  • Providing employees with a feedback form for seeking some useful information regarding strategy implementation. 

The main opportunity is seen with the implementation of a new contactless application for mobile banking of NAB. The exiting enablers are seen with other banks such issuing contactless cards. These are identified with the contact less payment options offered by the banks such as CBA, Westpac and ANZ. The exiting drivers are depicted in terms of the devices such as debit cards- “payWave or PayPass”, smartphone- “Samsung Pay (Samsung only)”, “Google Pay (Android only)”, “Tap and Pay (Android only)” and “PayTag (all phones)”. In terms of the   wearables the devices are seen with “FitBit Pay”, “Garmin Pay” and “Westpac PayWear”.

Non-use of carrying any debit or credit card.

The main methodology will include developing a mobile application and connect the same with Oracle platform.

The main range of reading will consist of contactless technology and RFID.

Preparing to present the findings to work with team, colleagues, mentor, study group or community of practice 

The main assistance for the completion of the project will be taken from mentors and study group. This will have done via conducting PowerPoint presentations.

The will relate to the various types of the benefits in using contactless technology for banking sector. The various types of the verbal depictions will be based on the use of PowerPoint presentations.

The workshop will be held for 6 months.

The flow chart will include the overall process for the implementation of the new contactless technology. 

The main problem is seen with delay in transactions in NAB. This is mainly due to the increase demand of the cash disbursement at branch level during peak hours.

The main stakeholder’s involvement will be depicted with managers, customers, software engineers and employees.   

The main cultural factors will be determined with most number of customers relying on mobile technology.

The leadership style will be depicted with transformational leadership. The stages in the leadership will include Leading by considering the previous examples, Motivate by Inspiring, Challenging the intellect and Providing help to the employees in the implementation process.

Developing a strategy to lead your team in a creative problem-solving exercise

The strategy to lead the team to create a new application for mobile application within 6 months.   

Factors Supporting and Promoting Innovation

The main risk will include

  • Financial Risks such as initial investment managed by the CFO
  • HR Risks considered with the appropriate selection of the personnel by the HR manager
  • External factors in terms of the present global financial situation

The main driver for identification of the issue will include the various types of the factors related to the cost and time.

RFID technology is depicted as the main enabler in addressing the present problem.

  • Risk identification will be performed with a SWOT analysis
  • Risk Assessment
  • Risk Control
  • Documentation of the process by conducting weekly reports, generating reports, collecting feedback and inducting surveys
  • Monitoring and Review

Agree on contingencies, monitoring, and evaluation. This will be done by conducting seminars on the innovation plan in every week.

The main form of the strategies needs to be based on the increasing the rigidity of hierarchical organization, addressing the widening gap in the technology and increasing out of touch culture. This will be done by conducting survey and preparation of a relevant questionnaire (Nastanski and Management 2014).

The identification of the main gap needs to be identified in terms of the challenges pertaining to the new technology.  The bank will also consider performing a Training need analysis and conduct a questionnaire among the stakeholders to answer the relevant problem. 

The following strategies will be implemented:

  • Active involvement of the stakeholders
  • Communication via emails
  • Ensuring that the strategy is implemented according to the plan. This will be ensured by comparing the archived objectives with the milestone report.(Management and Hülsemann 2015)
  • Identification of the HR needs
  • Equipment’s and Technogy such as RFID
  • Financial Resources
  • Time Required(Management and Hülsemann 2015)

Successful and sustainable innovation requiring high level of the energy and commitment. Defining the clear roles and responsibilities for driving the innovation agenda. The timeliness aspect will be maintained along with following transformational style of leadership.

Focus and stakeholders

Drivers for the change


These needs to be related to the activities in the organization such as HR policies and corporate policies


The changes in terms of the external environment is seen in terms of the corporate tax rate

Local, National or Global

The different types of the monetary and fiscal policies taken by the government

Government Policy and Regulation

The government regulations are also affecting the decisions

Market feedback identifying a demand for the change

Technology changes and convergence

The changes in the technology in terms of the new innovations

New markets

The new entrants are also a considerable threat to the bank

Current conditions which would support or hinder the change

Knowledge management

The knowledge management ad per the formulation of the new strategies

Organisational culture and values

Such cultures which is shared by the management and influences the people

Resources (physical and human)

Setting of the HR policies

Staff capability, competency, and skill sets

Setting of the competency among the staff with benchmarks

Executive support

24x7 support provided by the executives

Labour market and industry changes and restructures

The regulations of the labour laws in the bank

New business models

Introducing models such as red ocean and blue ocean strategy(Project Management Institute 2014)

Risk management strategies

Training plans

This will be able to improve capability to meet outcomes of innovative changes

Resource implications

Analysing the present resource availability

Continuous monitoring of the resources

Adequacy of systems and processes to enable changes including

Following a robust system

Human resources

Maintaining a secured HRMS system

Information technology

Continuous monitoring of the IT facilities

Planning (strategic and corporate)

Implementing effective management policies

Methodology to get engagement across the organisation

Nomination of an executive champion

Nominating an individual with an experience of 5 years

Linking Systems

Linking the strategies with current systems and processes

Phases of implementation with outcomes or risks of each phase

· Initiation Phase

· Planning Phase

· Implementation (Execution) Phase

· Closing Phase

Consideration of the financial risks

Consideration of the increasing costs

Tools and techniques

This should be based on supporting consultation and rollout of change across NAB

Resource requirements

Sourcing of the raw materials at minimum price

Any budget considerations

Considering a minimum increase of 40% profit

Strategic alliances or partnerships


Presently operating industry

Peers or colleagues

Strategic alliance formed with the experienced employees

Communication strategy


Star Network

Communities of practice

Financial experts and enthusiast

Social media

Facebook, Instagram and Twitter(Terrain Natural Resource Management 2016)

Table showing the gap in the organisation in the following areas

Current strategies to embed innovation in organisation’s systems

Spending more time in managing the people

Current strategies to support a learning culture

Facilitating internal and external training

Current enablers and barriers to innovative thinking and practice in your organisation. This is seen with the action of the CEO

Taking information from the internal and external outcomes

Current workforce development strategies

Improving the training facilities. This will be done by conducting meeting, seminars and mailing the receipts

Steps that are necessary to address these gaps in preparation for your final assessment

Encourage employee development and learning and providing a clear vision and goals for the future.

Research and trend analysis and shaping the current and future thinking and practice

Feedback analysis, calculating the gaps, future assumptions.

Internal drivers - Impact the success and approach of operations

External Driver- Strategic goals and objectives (Chen et al. 2014).

Mission Statement- Differentiating itself in terms of the banking services by understanding the needs of the clients, communities and employees

Vision Statement- To be a leader in Australian banking services

Objective- Complying with the present innovation strategies

This is depicted in terms of the adhering to the legal requirements such as stated in the “Amendment to Statutory Trust Accounts - Terms and Conditions”.

Poor Communication, Lack of vision and risk. In case the actions plans are not able to flow at all the hierarchies of the organization then there may be significant level of the problems in the final implementation plan. In case the blueprint is no clear in the initial stages then there may be several problems experienced in the final implementation plan.

Unconcreted innovative thinking. There may be significant nature of the barriers in terms of the allocation of the resources and managing the human resources for creating a robust and secure payment gateway.

Key Stakeholders in Implementation of Innovative Culture

Preventing any instance of misuse of information

The present innovative performance is seen to be lacking significantly in terms of the communication. The opportunities are seen with the scope of the future innovation activities. For example, actions plan may not be properly communicated among all the hierarchies at the workplace (Ruiz and Management 2016).

Reflecting on the leadership role which may be used to improve the innovation in the target organization

Following transformational leadership. The stages involved in the leadership process are stated as follows:

  • Leading by considering the previous examples
  • Motivate by Inspiring
  • Challenging the intellect
  • Providing help to the employees in the implementation process

Facilitated with the training needs. This will be based on the significant nature of appointment of industry experienced personnel’s who will take the responsibility of mentoring the existing employees.

The innovative thinking and practice functions will be established with developing personal leadership style for modelling the positive innovative thinking and practice. It will further include reviewing of the practice and determine the requirements promoting a sustainable innovative activity for the optional context and involvement of the people ( 2018).

Team coordination and following an effective mail system for the communication. The specific strategy associated to this would be based on incorporating a cyber security team which will deal with the problems related to theft of privacy.

Application of the management techniques required for the encouragement of the creative thinking

Implementation of the motivational theories such as Theory X. For instance, in case employees are not putting their best effort in the implementation of the innovation process then the punishment for this will be considered in the appraisal process of that employee. On the contrary, a good performing employee shall be rewarded with higher incentives.

Application of the transformational leadership theories. This will allow the mangers to identify the change and bring about the innovation process by encompassing factors such as enhancing the motivation, morale and job performance with introducing variety of mechanisms.

Goal: Introducing a new contactless card


Action Steps








Potential Barriers


Communications Plan

Step 1: Formulation of the Idea




1 Week

Human Resources and Financial needs

Cost Limitations

Managers and CEO

Step 2: Blueprint Design




Week 2

Human Resources




Managers and CEO

Step 3: Collection of the information




Week 3 &4

Contacts with the software solutions



Step 4: Implementation of the technology



Managers and CEO

Week 3 &4

Patents and software rights



CEO and Managers

The previous papers has been conducive in terms of defining the change management policies, learn from High School Science Class and following of bottom line numbers(Group 2014).

Lead and sustain innovation thinking and practice

Stage 1- Formulation of the Idea

Stage 2- Blueprint Design

Stage 3- Collection of the information

Stage 4- Implementation of the technology

Stage 5- Process for Monitoring

The identification and accessing the resources is seen with the requirement of Human Resources. The overall time requirement for the implementation of the innovation aspect is depicted with 6 weeks as shown in the milestone report.

Tools, Strategies, and Techniques for Engagement, Consultation and Communication

Application of the SMART objectives. The planning strategy has been seen shown as follows:

Specific- The specific objective is seen with the implementation of the contactless card system in NAB

Measurable- The gains in terms of the process charges will be most evident in nature

Achievable- The achievable aspect of the project will be decided on the number of people willing to switch to the contactless payment option.

Relevant- The relevancy of the plan is seen with the implementation in the banking industry

Time-bound- The total time is depicted to be limited to 6 weeks.

The different types of the ways to initiate and foster the communication, consultation and engagement is seen with conduction of meetings, maintaining the ethics, conducting seminar and presentations.

The team building approach will be ensured with project planning, introducing a reward system and communicating the benefits.  

The range of techniques to generate new ideas includes:

  • The Checklist
  • Six Thinking Hats
  • Lateral Thinking
  • Change Perspective

c. Devising and implementing the mechanisms for promoting the knowledge transfer

Implementing the main mechanisms for the appropriate transfer of knowledge. These techniques will be implemented based on mentoring and coaching.

d. Establishing the new ways for capturing, communicating and sharing of the innovative ideas and the practices

The main medium for the establishing and capturing the communication process for the innovative ideas will be based on social media platforms such as Facebook, Twitter and Instagram.

Promoting of the innovative practices, processes and products or services

The promotion strategies will be considered with the internal and external stakeholders. The internal stakeholders of the company will be identified with the employees, staffs and the managers.  The different types of the external stakeholders of the company will be seen with the customers and the companies which will provide the patents and software solutions for the contactless card.

Leading the innovative practices as per the target organisation

Introducing and promoting of the creative thinking techniques

Brainstorming, actively solicit ideas, Train staff and be supportive. This is also considered with including the techniques such as mind maps.

Fostering of the workplace culture which encourages innovation

Enhancing the overall communication process. The corporate policies pertaining to the implementation of the innovative technology should be clear in terms of formally establishing the multiple commutation channels across the business. The innovation efforts will be cross referenced with the marketing efforts of the organization. In addition to this, both the external and internal communications will include the public relations communications and reflect both the innovative minded orientation thereby highlighting the milestone achievements. The effective communication strategy will lead to collaboration among the innovative teams. This is seen to lead to various types of the optimal performance outcomes for new product development of the contactless card (Idea to Value. 2016). 

Business Model of NAB


The findings will be seen with the focusing exclusively style of leadership relating to innovation in banking sector. It has been further seen that the Some of the key stakeholders that are to be involved in innovative projects will include employees, senior management executives, third parties such as agencies and government and valuable customers of NAB. Business model is the structure that incorporates the goals, purpose and ongoing plans of organization for supporting the viability of business. The main required strategies for engaging the key stakeholders in the organization is depicted with active involvement of the stakeholders and ensuring that the strategy is implemented according to the plan. The internal factors are considered with the activities in the banks. The changes in terms of the external environment is seen in terms of the corporate tax rate. The various types of the HR policies are seen with Setting of the HR policies. The innovative initiatives for the implementation of the contact less card will be implemented with the use of Oracle software.  

References list:

Anderson, N., Poto?nik, K. and Zhou, J., 2014. Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), pp.1297-1333. 

Chen, D., Wang, Z., Management, S. and Campus, X. (2014) ‘The effects of human resource attributions on employee outcomes during organizational change’, Social Behavior and Personality, 42(9), pp. 1431–1444. doi: 10.2224/sbp.2014.42.9.1431.

Donate, M.J. and de Pablo, J.D.S., 2015. The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal of Business Research, 68(2), pp.360-370. 

Group, T. S. M. (2014) ‘Waste to Energy – Policies and Challenges 2nd Annual International Summit on Waste to Energy, July 2013’, India infrastructure report, 3(1), pp. 1–72. doi: 10.1002/9780470999677.

Idea to Value. (2016). Communication is key for Innovation Implementation and Business Success - Idea to Value. [online] Available at: [Accessed 3 Jul. 2018].

??can, Ö.F., Ersar?, G. and Naktiyok, A., 2014. Effect of leadership style on perceived organizational performance and innovation: the role of transformational leadership beyond the impact of transactional leadership–an application among Turkish SME's. Procedia-Social and Behavioral Sciences, 150, pp.881-889. 

Kang, J.H., Solomon, G.T. and Choi, D.Y., 2015. CEOs' leadership styles and managers' innovative behaviour: Investigation of intervening effects in an entrepreneurial context. Journal of Management Studies, 52(4), pp.531-554. 

Kesting, P., Ulhøi, J.P., Song, L.J. and Niu, H., 2015. The impact of leadership styles on innovation-a review. Journal of Innovation Management, 3(4), p.22. 

Lofquist, E.A. and Matthiesen, S.B., 2017. Viking Leadership: How Norwegian Leadership Style Effects Innovation and Change Through OCB. In Academy of Management Proceedings (Vol. 2017, No. 1, p. 16641). Briarcliff Manor, NY 10510: Academy of Management. 

Management, S. and Hülsemann, N. (2015) Wireless Sensor Network Implementation with Arduino and Xbee., Mycotoxin research. doi: 10.1007/BF03192151.

Nastanski, M. and Management, S. (2014) ‘Sustainability?: Benefits of Social Responsibility to Brand Value & Profit’, Journal of International Management Studies, 9(2), pp. 164–174.

Project Management Institute (2014) ‘The high cost of low performance’, Pulse of the Profession, pp. 1–20.

Renko, M., El Tarabishy, A., Carsrud, A.L. and Brännback, M., 2015. Understanding and measuring entrepreneurial leadership style. Journal of Small Business Management, 53(1), pp.54-74. 

Ruiz, C. E. and Management, S. S. (2016) ‘Leadership in Mexico: cultural factors affecting organisational leadership’, International Journal of Sustainable Strategic Management, 5(1), pp. 24–28. Available at:

Terrain Natural Resource Management (2016) ‘Strategic Plan 2016 – 2020’, Terrain Strategic Directions, pp. 1–41. Available at: file:///C:/Users/Mick/Downloads/Terrain Strategic Directions 2015 to 2020_revised Jan 2016.pdf

The Financial Brand. (2018). Innovation in Banking: Killer Ideas? Or Idea Killers?. [online] Available at: [Accessed 3 Jul. 2018].

The Independent. (2017). Are contactless cards putting your cash at risk?. [online] Available at: [Accessed 3 Jul. 2018].

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