This document summarizes the transformation of State Bank of India (SBI) from a state-owned bank to a modernized banking leader. It discusses how SBI was nationalized in 1969 and grew to over 60,000 branches by the 1990s. However, financial reforms in the early 1990s led to losses for the first time. SBI underwent restructuring in the 1970s and 1980s and established subsidiaries. In the 2000s, Chairman O.P. Bhatt led the 'Parivartan' initiative to make SBI customer-oriented, technology-focused, and improve employee attitude through communication. This helped SBI improve its market position, customer satisfaction, and win numerous awards.

1. DHANALAKSHMI . A
ROLL NO. – 03
MMS
SUKANYA LONKAR
ROLL NO. – 56
AIMA
SHALIN MENEZES.
ROLL NO. – 17
PGDM
MEET THE TEAM
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2. TRANSFORMING
A STATE OWNED
GIANT
STATE BANK
OF INDIA
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3. 1969 1990 1991 1992 1992 93 - 95-96
BANKS NATIONALISED
90% OF COUNTRY’s
BANKING BUSINESS
60,000 BRANCH OFFICES
REGULATED &
PROTECTED – FAILED TO
MEET BENCHMARKS
SBI AND ITS 7
SUBSIDIARIES
CONTINUED TO POST
PROFITS
FINANCIAL SECTOR
REFORMS
PSBs POST LOSSES FOR
THE FIRST TIME AS A
GROUP – IN THE 1st
YEAR OF REFORMS
SEVERAL PSBs
IMPROVED THEIR
PROFITABLITY
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HISTORICAL PERSPECTIVE

4. 4
STATE BANK GROUP -
THE JOURNEY OF
TRANSFORMATION
HISTORY OF
COMPANY
SBI - OVER 9000 BRANCHES (LARGEST)
7 ASSOCIATE BANKS – 4000 BRANCHES
BANKING SUBSIDIARIES
7 NON- BANKING SUBSIDIARIES
FIRST RESTRUCTURING (1971)
SECOND RESTRUCTURING (1980)

5. 01
04
03
02
D
C
B
A
5
CORPORATE BANKING
GROUP
NATIONAL
BANKING GROUP
INTERNATIONAL
BANKING
ASSOCIATES AND
SUBSIDIARIES
ORGANIZATIONAL STRUCTURE

6. PROJECT
FINANCE
SBU
STATE BANK
OF INDIA
CORPORATE
CENTRE
INTERNATIONAL
BANKING
GROUP
NATIONAL
BANKING
GROUP
ASSOCIATES &
SUBSIDIARIES
CORPORATE
ACCOUNTS
GROUP
LEASING
SBU
COMMERCIAL
NETWORKS
DEVELOPMENT PERSONEL
BANKING
7
ASSOCIATE
BANKS
100%
OWNED
BANKING
SUBSIDIARY
NON BANKING
SUBSIDIARIES
& AFFILIATES
CORPORATE
BANKING
GROUP
SSIs /AGRI/
SMALL
BUSSINESS
GOVERNMENT
BUSINESS
PERSONAL
CUSTOMERS-
HNI
MID SIZED
LARGE SSIs &
AGRI
6
LOCAL HEAD OFFICE

7. EMERGENCE OF
NEW PLAYERS
DWINDLING
PROMINENCE OF
SBI
EMPLOYEES
ATTITUDE
PERCEPTION
&CHANGING
LEGACY
ATTITUDE
MARKET SHARE
NOVEL BRANC
EXPERIENCE AN
SERVIC
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NEED FOR TRANSFORMATION?
GROWING
INDIAN
ECONOMY
TECHNOLOGY

8. STEP 1
STEP 2
STEP 3 STEP 5
STEP 4
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ESTABLISHING
LEADERSHIP-
STRATEGIC
RESTRUCTURING
OF SBI
SHIFT OF FOCUS FROM
GOING AHEAD WITH
SOFTWARE TO AUDITS
AND TRAINING
THE CASCADING
CONCLAVES-
ORGANIZING AND
COMMUNICATING
VISION THROUGH
CONCLAVES
ENABLING
INITIATIVES
OTHER
INITIATIVES
EFFORTS & RESULTS

9. THE CHAIRMAN’S STRATEGY
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HE MADE IT
CUSTOMER-
ORIENTED AND
TECH-SAVVY.
CLEAR VISION
COMMUNICATION TO
THE BANK’S
EMPLOYEES
ACTION PLAN ALONG THE
BUSINESS INITIATIVES &
PEOPLE INITIATIVES.
LEVERAGE TECH TO
IMPROVE CUSTOMER
SERVICE
FOCUS ON PEOPLE
WAS ANOTHER
MAIN OUTLOOK OF
THE AGENDA.
‘PARIVARTAN’
AIMED TO BRING
BACK THE BANK
TO LEADING
POSITION IN
INDUSTRY
SBI’S MARKET
CAP & RANKING
IMPROVED
CUSTOMER
SATISFACTION
ALSO ROSE AT
A STEADY PACE
NUMEROUS AWARDS
IN 08-09 FOR BEING
THE MOST
PREFERRED BANK
CITIZEN SBI
THE BANK OF
THE YEAR
2008 - INDIA
ENJOYED ITS
MARKET
LEADER
POSITION

10. BROAD BASED
COMMUNICATION
& STORYTELLING
CHANGING
INDIVIDUAL
PMS
CHANGING
TRAINING &
CAPABILITY
BUILDING
SYSTEM
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PEOPLE INITIATIVES

11. WIN BACK THE MIDDLE
CLASS CONSUMER
AWARDS
OTHER
INITIATIVES
6
RURAL EXPANSION
NEW WHOLESALE
BANK
SMART GLOBAL
EXPANSION
BUSINESS INITIATIVES
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12. To accomplish Bhatt’s dream of
making SBI the leader, his successor
would need to remain engaged, make
tough strategic decisions and be
willing to work hard.
There was a lot to be done in the areas
of corporate lending, treasury and tenor
management fronts.
“Banker to every Indian”. Adapting
products and services to cater to a
growing middle income population &
high end customer satisfaction
SUCCESION PLANNING
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India needed a strong Banking
System to sustain high growth rate
and SBI, given its size, sophistication
and reach, was best suited to lead this
growth.

13. INTERNAL
CONTROLS
EXTERNAL
CONTROLS
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VUCA WORLD
CONCLUSION
INNOVATE & PART TAKEIN
CHANGE – TO MAINTAIN
LEADERSHIP POSITION AND
STAY AHEAD IN THE
COMPETITION
THOSE WHO HAVE AGILITY
TO MOVE WITH THE TIME,
CAN SURVIVE.
O.P. Bhatt drove this wave of change and proved that the only way to do it successfully was to
communicate and rebuild the organization with the support of everyone.

14. THANK YOU
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