Change Management @ ICICI
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
"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."
- K. V. Kamath, MD & CEO, ICICI, in 1998.
The Change Leader
Necessitated because of the organization's new-found aim of becoming a financial powerhouse, the large-scale changes caused enormous tension within the organization. The systems within the company soon were in a state of stress. Employees were finding the changes unacceptable as learning new skills and adapting to the process orientation was proving difficult.
1] Developmental Financial Institutions were set up with principal objective of providing term finance for fixed asset formation in Industry.
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