Change management at icici case study solution

In Aprilwhen Kamath, 61, handed over the reins to Chanda Kochhar and took over as its non executive chairman, ICICI's total assets had grown to a whopping Rs 3,80, crores, with an annual profit of Rs 3, crores. It would have seemed like a baptism by fire given the kind of crisis you had to deal with particularly in October?

Did you at any point feel that maybe Mr. In India, we believe we should be the drama critic of the Indian business. So, it really was in a way a good grounding for taking a total view of not just the bank but of the group as a whole.

icici bank case study ppt

How do you hope to prevent that? Byit was number one bank in Tamil Nadu and it had branches all over India. And we were not told why. However, the deregulation beginning in the early s, allowed Indian corporates' to raise long-term funds abroad, putting an end to the DFI monopoly.

I said that we have to double our return on equity in a three-year period. So, in that sense, the ability to see what the risks could be and at the same time to evaluate those risks from a little practical manner.

A: Well the Indian bankers were never vilified.

Change management at icici case study solution

The systems within the company soon were in a state of stress. Indeed the Indian corporate sector is actually talking of restarting a whole lot of investments that they had put back a few months ago. So, on the face of it, these things sound quite unachievable. But you were taking over the mantle at the time of crisis. These products are housing loans, car loans and the whole set of corporate finance, whether on working capital side or projects side or the infrastructure side. Half of BoM's personnel were clerks and around were subordinate staff. The government also stopped giving DFIs subsidized funds. So, in that sense, the ability to see what the risks could be and at the same time to evaluate those risks from a little practical manner. The apprehensions of the BoM employees seemed to be justified as the working culture at ICICI and BoM were quite different and the emphasis of the respective management was also different. So, it was pretty obvious frankly. During , around 35 officers were nominated for overseas training programmes organized by universities in the US and Europe.
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Change Management at ICICI