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