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Case Code Case Length Period Organization Pub Date Teaching Note Countries Industry : : : : : : : : HROB008 10 Pages 1996-2002 ICICI 2002 Available India Financial Services
Price:
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Themes
Change Management
Abstract:
The case examines the process of change management at the Industrial Credit and Investment Corporation of India (ICICI), a leading development finance institution, after K.V. Kamath took over as managing director and chief executive officer in May 1996 and following the merger of its subsidiary, ICICI Bank and Bank of Madura in December 2000. It reveals the importance of change management for the former and how effective management of change could bring out best results from the employees in the case of latter.
Issues:
Change Management
Contents:
Page No. 1 2 2 5
The Change Leader Background Note Change Challenges - Part I Change Challenges - Part II
Keywords:
Change management, Industrial Credit and Investment Corporation of India, ICICI, development finance institution, K.V. Kamath, managing director, chief executive officer, May 1996, merger, ICICI Bank, Bank of Madura, December 2000, effective management, employees The Change Leader - Next Page>> << Previous
"What role am I supposed to play in this ever-changing entity? Has anyone worked out the basis on which roles are being allocated today?"
- A middle level ICICI manager, in 1998.
"We do put people under stress by raising the bar constantly. That is the only way to ensure that performers lead the change process."
It was amidst this newfound independent status that Kamath, who had been away from ICICI for eight years working abroad , returned to the helm. At this point of time, ICICI had limited expertise, with its key activity being the disbursement of eight-year loans to big clients like Reliance Industries and Telco through its nine zonal offices. In effect, the company had one basic product, and a customer orientation, which was largely regional in nature...