Canara Bank has been one of the very best five public sector banks in India since its foundation in 1906. After lagging behind its rivals for some years, it has finally begun to recover from non-performing assets and low profitability. Its new chief executive officer has brought strategic direction, vision, and motivation to accomplish a remarkable turnaround in 2013/14 but now faces several essential questions.
Should the bank found an ambitious expansion of its branches, online services, information technology, and human resources, based solely on the recent encouraging results? Is the direction committee's confidence justified, given that several new initiatives continue to be at various stages of execution? Will this increase overstretch Canara Bank constrained resources? Boost profitability and reach in an extremely competitive market and to be able to recover its standing, an expansion program needs to be established or an opportunity will soon be overlooked. R.R. Sharma is associate with International Management Institute. Deepak Tandon is affiliated with International Management Institute.
PUBLICATION DATE: January 11, 2016 PRODUCT #: W15624-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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