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Learning, Leadership and Corporate Eminence

Learning, Leadership and Corporate Eminence. ~ Rashmi Kapale. Case 1: Local Flavor SBI. Background. India’s largest public sector bank. (and otherwise) More than 200 years old. More than 200,000 employees. Close to 13000 branches of own (total 17K)

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Learning, Leadership and Corporate Eminence

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  1. Learning, Leadership and Corporate Eminence ~ RashmiKapale

  2. Case 1: Local FlavorSBI

  3. Background • India’s largest public sector bank. (and otherwise) • More than 200 years old. • More than 200,000 employees. • Close to 13000 branches of own (total 17K) • In 2005, one is three bank employee worked in SBI and related banks. • 8 subsidiary banks associated with SBI.

  4. Challenges • In spite of being the largest bank, it was losing its market share. • Internally the bank was suffering from low productivity and rigid internal processes. • The bank was unable to attract young and affluent customers & its brand image was perceived as old and staid. • Losing market share steadily, in 70s it was 35% and in early 21st Century it was 15%. • Ranking in “The Banker’s” has slid from 82 to 107. • It had to serve dual masters • Serve country and government • Listed entity, hence to satisfy market expectations.

  5. Way ahead • Launching biggest project of its kind in association with McKinsey and Co. • Started with a 4 days outbound conclave. Last 2days for exercises of self discovery and team building to address the issue of employee morale. • Increasing Sales forces • Energizing Employees • Providing consistent and reliable customer service • Pushing for aggressive consolidation • Leapfrogging to new upgraded technology • Re energizing the branch/ distribution network • The name was born- Parivartan

  6. How do they do that • Conclaves and Video conferencing with-> CGMs, GMs • AGMs- Meeting Face to face • Union- Jodhpur Conclave • To the end of stream- > with powerful message and seamless • 2 days workshop with 4 objectives. • Delivery was a huge challenge. Selection of 16 “Master Trainers”. • 5 day course at State Bank Academy, Gurgaon to train 350 trainers. • Parivartan in action for 5 days.

  7. The Change • In 2008, SBI became no 1 in India in terms of market cap overtaking ICICI Bank. • SBI is now India’s 5th largest company in terms of market cap compare to 14th in 2006. • SBI entered the Fortune 500 global list. • By 2010, SBI had more than doubled its profits,  deposits and advances. • Won the Asian Banker Achievement award for the strongest bank in the Asia Pacific region.

  8. Case 2: Global EssenceArcelorMittal

  9. Background • World’s number one steel company in terms of production. • Leader in major global markets, including • Mining • Automotive • Construction • Household appliances • Energy • Packaging • Around 300,000 employees • Merger between Arcelor and Mittal in 2006.

  10. Challenges • Company culture • Cross cultural differences • Seamless transition of people across the hierarchy. • Management training • Global Alignment • Bringing together the large number of diverse businesses and operations into one global collaborative firm. • Replacing a group of unconnected training programs across different parts of the business with a cohesive global management development curriculum.

  11. Work in Progress • Corporate University of ArcelorMittal + Outside Talent development firm. • Designed and developed 15 programs -21st Century Leadership. • Engaged 17K managers in 30 countries. 14 languages. 36 locally based consultants. • Curriculum Zones: • Developing Myself • Developing Others • Developing Teams • PMS- 100 trainings integrated into formal talent development process. • Managers are briefed and trained to evaluate individual performance in globally consistent format.

  12. Results • Feedback from Corporate University and workshop participants collected. • Supporting the client's strategic goal of unifying the firm and fostering a consistent approach. • 96% positive feedback - I would rate this program either 'good' or 'excellent' • This program met my objectives • I would recommend this program to a colleague

  13. Reason to celebrate • One stop center of operations. • Global Push….. Local Pull • Seamless delivery of programs based on demand. • Use of experienced trainers • Constant customization of material to align with local demands, global challenges and commercial strategies. • “Excellence in Practice” award from European Foundation.

  14. Thank You !!

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