Organisations have become inundated with change. In many instances their response has been ad-hoc and has resulted in fragmented change management practices scattered all over the organisation. The purpose of this study is to investigate a strategic framework to integrate change management practices in a Retail bank. The research methodology used to compile the data and evaluate the strategic framework and pilot thereof, was formative and summative evaluation. The Retail Bank used in this case study is a division of a South African bank. A sample of 11 executive managers, 685 line managers in the Information Technology and Operations area and ten change practitioners, at all levels, was consulted in order to design the framework. The framework was designed and evaluated by the researcher. The research showed that the strategic framework was determined by the following variables: organisational structures and processes, decision-making, culture, planning and prioritising change initiatives, leadership style and behaviour and standardisation and integration of change practices. The strategic framework showed decision-making and implementation of initiatives to be decentralised. Ownership by line managers of the implementation of an initiative was very important. It became evident that change management needs to be instituted as a core competency bank-wide. A central area needs to be responsible for standards, change strategy and knowledge management. A forum, which provides opportunity for change practitioners to share their learnings and experiences, is also required. A planning and prioritising body to align and integrate the impact of various initiatives is needed. Change management as a discipline needs to be integrated into project methodologies. A standardised and integrated approach to change management is required to underpin the creation of change competence. Lastly, leadership’s role is critical in supporting and enabling change management in the Retail Banking division.