Read the below article and answer question

Question :

How can you apply the principles of tipping point leadership and fair process to overcome these organizational hurdles to execute a new blue ocean strategy for your bank?

Article :

You have recently been promoted to the position of branch manager of a national bank that has been in business for three decades. In your new post, you learn that the branch has received many customer complaints. Some of those customers were angry enough to have moved their accounts elsewhere. The customers who left your bank have good credit ratings so they are actually customers you wish to keep. In talking with some of them, you discover that they enjoyed the personalized attention they got from the tellers, but they were irritated by long wait times, whether they accessed your bank by phone, via the website, or by visiting your branch in person. They were also aggravated by the many fees your bank charged, which made it painful to review the monthly statement.

Your Regional VP has tried to attract new customers through heavy advertising and interest rate promotions, but the rate of retention is low. You tried to discuss these operational issues with her but her reply was: Yes, but customers always complain. Besides, its the EVPs who need to change our policies. Meanwhile, we are investing in more retail locations, renovating older branches and setting up Welcome Teams to build relationships with customers while they stand in line.

You were curious to see if these issues were affecting branches in other regions, so you contacted several branch managers and found that they had the same concerns. In fact, they and their Regional VPs were as eager as you are to do something to stop the exodus of their key customers. The call center manager is also eager to improve her call center statistics including average call queuing time and abandonment rates as they impact her annual bonus.

Upon further investigation, you discover that the common link across these delays is the operational procedures built into the decades-old network of computer systems. Some of the procedures are no longer applied and should be reduced or eliminated, while new procedures should be raised or created to handle the more complex customer transactions today. You realize the bank can create a blue ocean by offering the transactional speed of Wall Street with the personal touch of Main Street. This strategic shift in the banks operations will also improve staff productivity across the branches and call center, and reduce the cost of labor. However, the CIO has built his career at the bank on the successful implementation of the last system upgrade almost 12 years ago. Both he and the CFO are reluctant to make a strategic shift due to the financial burden it would put on the bank and the anticipated disruption to the staff of the call center and the branches.

As you ponder the alternative to simply maintaining the status quo, you notice that a new board member is the managing director of a major international information technology consulting firm and a good friend of the EVP who oversees your region and 11 other regions across three states.