The Commercial Bank of Ethiopia has been taking various change initiatives inrnthe past. Despite the fact, there are no much visible successes in the eyes ofrnoutsiders. The objective of the project thus was to see the basic strategic changernactivities of the bank. Mainly, what specific strategic change measures have beenrntaken, and how they were effectuated are the issues. This is measured by majorrnchanges in various operational and functional areas of the bank - such changesrnas change in strategic planning process, product pricing, market segmentation,rntechnological change, and other major changes in functional areas arernconsidered. These parameters are taken from two change proposals that thernbank has implemented in the last ten years.rnTo this end, data was taken from various sources. Recommendations ofrncomprehensive audit project, strategic plans, annual performance reports andrnevaluations are among the major ones used to have data for the purpose. It hasrnbeen further backed by interviewing of executives and other key staff in relationrnto implementation. The data has been presented in comparative way. Thernintended change, the bank's initiative to implement, the level of attainment asrnreported has been put in parallel in a tabular form and modular approach isrnused.rnThe analysis of facts showed that the bank has made progress in certain areasrnbut much more is left. Unaccomplished tasks are critical and strategic; and provernit has failed to sufficiently prioritize the intentions; and suffered fromrnmanagement capacity to do so. Such areas like IT, management capacitybuilding, slow decision process, and critical factors of intended change inrnfunctional areas has not been acted upon.rnBased on the findings, to focus in prioritizing, to enhancing change in IT, tornrefocus on the implementation process, to improve the decision process, tornensuring sustainability of changes, to build management capabilities throughrntraining and practical exposure elsewhere, to monitor and get feedback onrnimplementation, to act on major change in HRM areas, are the main proposalsrnforwarded for sound effectuation of strategic change.