Background Fostering change through the alterations of the organizational culture is a necessary step toward improving the overall service quality and rising customer loyalty and satisfaction levels. Moreover, the importance of the consistent communication must be borne in mind. Therefore, the introduction of a coherent strategic corporate management (SCM) tool should be viewed as necessary. The phenomenon of SCM is not new and has several definitions; however, by far the most accurate one has been provided by Komer (2014). According to the latter, the phenomenon of SCM can be viewed from several angles and, therefore, can be identified as either the process of assisting an organization in building its capacities and values, or creating a framework that would shed light on the nature of internal and external processes within a firm, or studying the choices made and actions taken by the company’s staff so that a better understanding of by what factors the decision-making process in the firm is driven (Komer 2014). Therefore, a more detailed analysis of the SCM framework adopted by an organization will allow exploring the nature thereof and the mechanisms of its operation in the context of the target market’s economic environment. One might argue that the process of exploring the strategic management framework used by a firm does not necessarily imply that the outcomes should be contextualized by defining their effects in a specific market. However, it could also be claimed that the development of a particular SCM framework is guided by the need to design the system that will provide flawless functioning in the realm of the target environment. Therefore, the choices of the SCM tools are likely to hinge on the specifics of the external environment as well. Herein lies the importance of studying the National Bank of Abu Dhabi (NBAD) from the perspective of the global market and the challenges that it poses to organizations. When considering the factors that compelled the members of NBAD to reconsider the existing tools for managing the organizational processes within the context of the firm and alter the relationships between the staff members and managers toward fostering talents and encouraging development, one should mention the fact that NBAD has been suffering from high staff turnover rates (National Bank of Abu Dhabi 2016). Because of low satisfaction rates among the members of the organization, the turnover process was becoming increasingly more intense, which affected the quality of the company’s services to a considerable extent. Indeed, with the regular introduction of new staff members to the context of the company’s environment, there was the need to wait until the adjustment process finishes and the newly recruited participants are fully aware of the company’s goals, as well as capable of meeting the set performance standards. Therefore, delays and the failure to meet the quality standards set by NBAD an expected from it by its customers became glaring. The drop in performance levels and the subsequent reduction of the firm’s profit margins were the primary threats that NBAD was trying to avoid, and the promotion of the strategic corporate management system that would hold the company together was viewed as a viable solution. The case of NBAD shows that i