Download - SBI Leardership 2006-2015
Strategy ImplementationSubmitted by:-
Group 8Shashank | Manuj | Gagandeep | Neha | Ayush | Mohit | Venkat | Pratik
•Bank of Calcutta established in Eastern Part of India
• Later Rechristened as Bank of Bengal
1806
•Two more Presidency Banks were established Bank of Bombay and Bank of Madras
1840’s• Government formed the
Imperial Bank of India (IBI) by merging three Presidency Banks.
• IBI worked as Banker’s Bank and a banker to government
1921
• With the Establishment of RBI, IBI seized to exist as a Banker to the government.
• 1947 – IBI had a capital base of $2.5 million
1935 • Government integrated IBI with other stat owned banks to form SBI
• Four years later SBI(Subsidiary’s ACT) was passed enabling SBI to take our 8 former state- associated banks
1955
SBI grew its network from around 500 branches in 1960’s to over 8000 branches in 1990’s It played an important role in developing India’s rural regions, providing financing for modernizing the country’s
agricultural industry. Helped Infrastructure development by providing credit and development assistance to villages
History of SBI
Leadership – O.P Bhatt
Achievements Re-established its leadership in every segment of banking Number one in India in terms of market cap, overtaking ICICI India’s most valuable bank 5th largest company in terms of market cap, from 14th Entered the Fortune Global 500
Best Banker of the Year 2008 & 2009 Exemplary Leader Award by World HRD Congress JRD Tata Corporate Leadership Award for the year 2009 QFC-Asian Banker Leadership Achievement Award for Asia Pacific NDTV award for 'Inspiring Business Leader in a Crisis' in 2009
Joined as P.O officer in SBI in year 1972 Short Stint at London and Washington office Elevated North-east region from 14th to 1st rank Junior most and youngest
Transformational Leader
Delegative and
Participative
Visionary
Result driven
IntegrityThought Leadership
Effective communicator
Motivator and team oriented
Business Strategies - OP Bhatt
Bhatt’s belief, “SBI is the bank of every Indian; whether or not he banks with us and we have a responsibility towards every Indian,” shaped his vision for the bank.
Improvement in efficiency
Improved Quality of Service to Customers
Increase Market share by 0.25% every quarter
First Chairman with complete term at his hand
The Cascading Conclaves - Communicating the Vision for Future
•Conclave for 2 MD’s and 22 DMD’s and their Families•External Speaker called to explain essence of Transformation•Result was a 14 point agenda for transformation of bank
Aamby Valley
•Conclaves for CGM and GM held by MD’s and Chairman•Creation of Four key benchmarks: - Best Customer Service Bank, Best PSU Bank, Best Indian Bank & Best Global Bank
Next Wave of Conclaves
•Bhatt and his team spent two days explaining the enormity of the issues to the 30 union leaders
•Managements decision to involve Unions in the transformation process lead to constructive strategies.
The Union Conclave
Business Strategies - OP Bhatt
Leading Future
Possibilities
Engaging Stakeholders Authentically
Spotting Innovative Solutions
Accessing our humanity
Harnessing collective
intelligence
Sensing the whole
Leadership – Mr. Pratip Chaudhuri
Chair Tenure : 7 April 2011 - 30 September 2013 Previous Leadership Position : Deputy Managing Director Chairman of SBI Global Factors State Bank of Mysore Chairman of State Bank of Bikaner & Jaipur State Bank of Travancore Served as the Chairman and Director at State Bank of Hyderabad Collective
Leadership
Bad assets: Net & Gross NPA’s doubled
NIM: Declining Progressively
Profit: Continuous decline
RoA & RoE: Deteriorating
Poor Show
Key Business Strategies – Pratip Chaudhuri
Goal for three year term: Maintain The Leadership Position Of the bank In Retail And Corporate Banking
Tackle decrease in topline by pushing the bank to grow above industry average
Focus on long tenure term loans for companies and on bettering NPAs
Consolidation of subsidiaries
Strategy for overseas expansion to follow “Flag and the people”
Strategic focus areas + -
Shares of SBI tanked 40% between Apr’11 and June’ 13
Moody’s cut down SBI’s debt rating and outlook on financial strength
Near double rise in NPAs due to slowing economy
Doing away with loan prepayment penalty
Reducing provisioning for bad loans and pensions
Name : ARUNDHATI BHATTACHARYA Age : 59 Designation : Chairperson, SBI Service Tenure : 36 years with SBI Past positions : Managing Director & CFO of SBI
30th most powerful woman globally
INITIATIVES TAKEN
SBI General Insurance
SBI SG Global Securities Services
SBI Macquarie Infrastructure
Fund
SBI Custodial Services
Mobile Banking
Two-year sabbatical policy for women
1st Female to head a Fortune 500 company in India
“I have no magic wand to make the non-performing assets go away. We have to work through the pain to fight the issue.”
Leadership : Arundhati Bhattacharya
Leadership : Arundhati Bhattacharya
Improving Asset Quality
Cost Rationalisation
Risk Management
Digital Banking
Customer Delivery
Repositioning Human Delivery
Key Business Strategies – Arundhati Bhattacharya
Key Focus Areas
“Super Six Strategy”
Risk Management Customer Delivery Channel Tackle Bad Assets
Thank You