Browse Organization - 3 results
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Chanda Kochhar as the CEO of ICICI Bank: Can She Manage the Mandate?
written by Swapna Pragada, fl. 2009 and Sai Prasanna Ragu, fl. 2009 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2009, originally published 2009), 21 page(s)
In the male-dominated world of Indian financial institutions, are women at the helm still a rarity? At the dawn of the new millennium, India celebrates the remarkable progress of women in business. Women made great strides in boardrooms and courtrooms, on screen and in society and are regularly featured on the cov...
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written by Swapna Pragada, fl. 2009 and Sai Prasanna Ragu, fl. 2009 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2009, originally published 2009), 21 page(s)
Description
In the male-dominated world of Indian financial institutions, are women at the helm still a rarity? At the dawn of the new millennium, India celebrates the remarkable progress of women in business. Women made great strides in boardrooms and courtrooms, on screen and in society and are regularly featured on the cover pages of business magazines. Indian women today attack the so-called glass ceiling to emerge to the top of the corporate ladder. No...
In the male-dominated world of Indian financial institutions, are women at the helm still a rarity? At the dawn of the new millennium, India celebrates the remarkable progress of women in business. Women made great strides in boardrooms and courtrooms, on screen and in society and are regularly featured on the cover pages of business magazines. Indian women today attack the so-called glass ceiling to emerge to the top of the corporate ladder. No other institution is epochal to this trend than ICICI bank. The leading private sector bank of the country is never bereft of women in senior management. Beginning with Lalita Gupte, the group has many women executives – Kalpana Morparia, Shikha Sharma, Chanda Kochhar and Renuka Ramnath. Though the legendary CEO, K.V. Kamath groomed the next generation leaders – Vishakha Mulye and Madhabi Puri-Buch, it is Kochhar who made news as his successor. In the backdrop of the changing role of women in the Indian corporate sector, this case study presents Kochhar's new role as the managing director and CEO of ICICI Bank. Highlighting Kochhar's invaluable contributions to the evolution and growth of the company, the case study delves into her stint in successfully running various divisions of the bank and her leadership qualities in handling banking operations during tough times. It offers many intriguing issues to debate on – whether Kochhar is the right choice to succeed K.V. Kamath, her capabilities that gave her edge over other contenders, role of women in business, particularly in sectors like banking and finance, abilities of women vs men in leading organisations.
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Field of Study
Business & Economics
Content Type
Case study
Author / Creator
Swapna Pragada, fl. 2009, Sai Prasanna Ragu, fl. 2009
Date Published / Released
2009
Publisher
IBS Center for Management Research
Person Discussed
Chanda Kochhar, 1961-
Topic / Theme
Leadership roles, Banks and banking, Women in workforce, Finance and Insurance, Management of Companies and Enterprises, National Culture/Organizational Culture Issues, Indians (Asian)
Copyright Message
Copyright © 2009 by IBS Center for Management Research
Organization Discussed
ICICI Bank
Organization
ICICI Bank, IBS Center for Management Research
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Project Parivartan: State Bank of India's Internal Communication Initiative
written by Debapratim Purkayastha, fl. 2008 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2009, originally published 2009), 13 page(s)
In 2006, when OP Bhatt (Bhatt) was appointed Chairman of India's leading bank State Bank of India (SBI), the bank was confronting a host of problems. Though it was the market leader, it was facing tough competition from private players such as ICICI Bank, HDFC Bank, etc. It was looking at a steady erosion in marke...
Sample
written by Debapratim Purkayastha, fl. 2008 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2009, originally published 2009), 13 page(s)
Description
In 2006, when OP Bhatt (Bhatt) was appointed Chairman of India's leading bank State Bank of India (SBI), the bank was confronting a host of problems. Though it was the market leader, it was facing tough competition from private players such as ICICI Bank, HDFC Bank, etc. It was looking at a steady erosion in market share and its growth was slower than that of its competitors. Its ranking in the list of top global banks was also slipping. The co...
In 2006, when OP Bhatt (Bhatt) was appointed Chairman of India's leading bank State Bank of India (SBI), the bank was confronting a host of problems. Though it was the market leader, it was facing tough competition from private players such as ICICI Bank, HDFC Bank, etc. It was looking at a steady erosion in market share and its growth was slower than that of its competitors. Its ranking in the list of top global banks was also slipping. The company was unable to attract young or affluent customers and its brand image was perceived to be old and staid. The top management team led by Bhatt recognized the need for a transformation. They identified areas that needed to be transformed and communicated the new transformation agenda to all the people in the organization. The top management realized that to achieve the transformation they sought, getting the grassroots level employees on board was extremely important. So a massive internal communication initiative called Parivartan (which means transformation/change) was launched. The initiative was aimed at obtaining the support and acceptance of employees for the change initiatives undertaken by the bank, and explaining to them why change was necessary. The project also sought to bring about a change in the attitude and approach of the employees and to help them develop a more customer-centric approach. According to SBI, the program succeeded in achieving its objective. Industry observers too appreciated the initiative and said that Bhatt had succeeded in changing the employees' approach to work, which in turn, had led to the bank performing well and maintaining its market leadership position in the Indian banking sector.
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Field of Study
Business & Economics
Content Type
Case study
Author / Creator
Debapratim Purkayastha, fl. 2008
Date Published / Released
2009
Publisher
IBS Center for Management Research
Person Discussed
O. P. Bhatt, 1951-
Topic / Theme
Organizational change, Customer relations, Banks and banking, Monetary Authorities-Central Bank, Organizational Change and Restructuring
Copyright Message
Copyright © 2009 by IBS Center for Management Research
Organization Discussed
State Bank of India, ICICI Bank
Organization
State Bank of India, ICICI Bank, IBS Center for Management Research
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Talent Management at ICICI Bank
written by Hadiya Faheem, fl. 2011 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2013, originally published 2013), 23 page(s)
The case discusses the talent management strategies at India-based financial banking institution, ICICI Bank Ltd. (ICICI Bank). Since the 1980s, the bank had fostered a culture of nurturing young talent. This was a bid to create a talent pool and develop a leadership pipeline at the bank. The process of empowering...
Sample
written by Hadiya Faheem, fl. 2011 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2013, originally published 2013), 23 page(s)
Description
The case discusses the talent management strategies at India-based financial banking institution, ICICI Bank Ltd. (ICICI Bank). Since the 1980s, the bank had fostered a culture of nurturing young talent. This was a bid to create a talent pool and develop a leadership pipeline at the bank. The process of empowering young people, nurturing talent, and developing a leadership pipeline became part of the bank's culture and was carried forward by form...
The case discusses the talent management strategies at India-based financial banking institution, ICICI Bank Ltd. (ICICI Bank). Since the 1980s, the bank had fostered a culture of nurturing young talent. This was a bid to create a talent pool and develop a leadership pipeline at the bank. The process of empowering young people, nurturing talent, and developing a leadership pipeline became part of the bank's culture and was carried forward by former CEO and MD, KV Kamath (Kamath) and present CEO and MD, Chanda Kochhar (Kochhar). Kamath was instrumental in grooming several people who later took up key positions at the bank. He spotted people with leadership potential at the bank and moved them from one assignment to another and mentored them to take up different leadership roles and serve the bank. The success of the mentoring process led to the bank institutionalizing a formal leadership development process that identified talented employees through a performance appraisal system after which they were assessed for future leadership roles. According to experts, ICICI Bank's focus on nurturing young talent reaped several benefits for the bank. While the leadership grooming process helped it tackle the problem of attrition, it also enabled the bank move ahead of others in the Indian banking sector. The bank's focus on nurturing young talent also helped ICICI Bank develop businesses that accounted for half of ICICI Bank's profits. Industry observers felt that going forward, the challenge for Kochhar would be to maintain the bank's momentum, continue international expansion, expand product offerings, improve technological innovation, and continue to nurture young talent.
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Field of Study
Business & Economics
Content Type
Case study
Author / Creator
Hadiya Faheem, fl. 2011
Date Published / Released
2013
Publisher
IBS Center for Management Research
Person Discussed
Chanda Kochhar, 1961-, Kundapur Vaman Kamath, 1947-
Topic / Theme
Mentoring, Leadership roles, Bankers, Corporate culture, Monetary Authorities-Central Bank, Talent Management, Indians (Asian)
Copyright Message
Copyright © 2013 by IBS Center for Management Research
Organization Discussed
ICICI Bank
Organization
ICICI Bank, IBS Center for Management Research
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