Axis Bank is India's third largest private sector bank. As its CEO, an outsider, Shikha Sharma, was named in April 2009. She took over from someone who had overseen ten years of rapid growth in the financial institution. The hierarchical culture was altered by Sharma, further bolstered the core team by designating new talent where required, sought out to further strengthen its central processes and infrastructure, and filled out innumerable gaps in the business portfolio.
Managing Change at Axis Bank (A) Case Study Solution
Regardless of these alterations, the stock market persists in undervaluing Axis Bank correspondence with its chief competitors. In this light, Axis Bank requires figuring out what further must it do to ensure that the franchise is valued by the market correctly.
PUBLICATION DATE: March 28, 2014 PRODUCT #: 114082-HCB-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
Related Case Solutions & Analyses:
Vancouver YMCA: The Turnaround of a Public Icon
Telegraph Media Group: The Newspaper Is Dead Long Live the (D) Making It All Worthwhile: Closing the Loop with Advertisers
Walt Disneys Dennis Hightower: Weaving Together the European Operations
Star Distributors Inc. (B)
Nike in Transition (A): The Ascendancy of Bob Woodell
Entrepreneurship in Healthcare IT and Services (EHITS), Fall Term 2014: Course Outline and Syllabus, Course Overview Note
Planning and control: capacity, inventory, supply chain at Nike
Employing Wiki for Knowledge Management as a Collaborative Information Repository: An NBC Universal Case
Improving Environmental Performance in Your Chinese Supply Chain
3-D Printing: The New Industrial Revolution
