Several professionals had attracted attention to a peculiar difficulty existing in public sector banks in India. There appeared to be two distinct generations: newer employees who'd come in the past a few years; and experienced employees who'd be superannuated in the following few years. These young employees lacked competence obtained through expertise and so were reluctant in taking on obligations, although they were academically sound.
The older generation was slowly withdrawing. Management at Indian Overseas Bank (IOB) knew that so as to enhance motivation and support higher productivity, the business had to transform the mindsets of its workers and to trigger change. Exploiting the energies of young members of the advertising team, IOB ran a unique campaign involving all employees called Rang De Basanti. Introductory results were encouraging. Nevertheless, two difficulties continued to appear: the underperformance of one specific region and also the problem of keeping up the momentum and sustaining the change.
PUBLICATION DATE: March 11, 2015 PRODUCT #: W14708-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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