I. About Agribank Agribank is the largest bank in Viet Nam in terms of capital, assets, workforce, operating network and customer base. As of October 2013, the leading role of Agribank has been confirmed by: total asset of 671,846 billions VND with the Operating network of 2400 branches and transaction offices nationwide. Agribank has always focused on the innovation and application of banking technology in favour of business administration and the development of an advanced banking services network. This 40000 staff bank is one of the banks in Vietnam who have the largest number of correspondent banks with 1,026 correspondent banks in 92 countries and territories. project funded by AFD. Apart from business activities, as a big enterprise, Agribank has shown its corporate social responsibilities towards the nation's social welfare program. II. Objectives Although its great potential of forces and finance, Agribank also has to face CHANGE as any others companies. Change, defined as an effort that consists of actual physical changes to operations and different emotional stimulation (Bernerth, 2004) is painful in the workplace, going from what is certain and known to the otherwise. Employees lose the comfort of the known and the familiar, the sense of competency they used to possess, the status and/or financial security they once enjoyed and networks they have gone at length to build. As economic always is an unstable environment, adaptation is a vital mission for each entreprise. In this report, we aim to identify and evaluate the changing process of Agribank- one of the biggest Vietnamese bank. We will see the risks and difficulties of the bank which make the resistance to change and how Agribank struggle against all of this to adapt itself to circumstances. I. Forces for Change 1. External Forces Because Vietnam join WTO in 2007, economic of Vietnam change for suitable in globalization. In banking field, Agribank must deal with competition from some banks have 100% foreign capital with many modern products and services. Besides, some banks in Vietnam change to adapt with market and they set up strategies based on advantage of local bank like ATM, credit card, etc that directly affect to Agribank. Government laws and regulations now also make many amendments to be suit with international commitment. New regulations and laws bring the equation competition for international banks and local banks. It leads to a strong competition especially in credit activities. In Vietnam, Information Technology now had been developing and that is the reason why customer can transfer the information easier and compatible with global structure. To catch up with IT development, Agribank must reach new competencies and expectations to enhance. About demography, Vietnam is in "gold population  structure and has more educated and high quality workforce. They want to participate in some exciting work that helps personal development. Work-life balancing is one of factor they care and they do not like to be affected by status. 2. Internal Forces Before the recent changes, the infrastructure of Agribank is not good compared to other banks. In addition to that, the range of services have not been broadened throughout the years and its quality is not satisfactory. In term of strategy, there have been mistakes in dealing with bad debts which create severe problems for Agribank. Specifically, the financing capital which is required to be paid in 3 or 5 years do not comply with unlimited loans Agribank offer is the factor that affects the liquidity of the capital. Additionally, the faulty internal control resulted in the drains in 2011 is the purpose for this bank to restructure and replace important positions. As a result of bad debts, Agribank can not pay salaries for employees which is the main reason for poor attitudes toward the works and lead to many strikes in 2012. II. Types of change 1. Changing Structure Although Agribank is 100% state-owned bank, there is no equitization in the next 5 years, according to the Governor. The change here, is in restructuring authority relations and organizational structure. On 9th June 2014, the Bank for Agriculture and Rural Development of Vietnam (Agribank) has organized the conference announced the decision of the Governor of the State Bank of Vietnam on the appointment of senior personnel of Agribank. In fact, when a bank changes business strategy, will appoint new staff accordingly. In other words, change with the new thinking human being. For Agribank, the high-level personnel changes also will target new business strategy. But besides, the high-level personnel changes at AgriBank is also related to the detection of violations of law provisions in executive management of the old high-level personnel. The AgriBank leaders, although do not directly cause those mistakes but also are partly responsible for the management process. Therefore, the appointment of new staff is to strengthen th