After the success of my earlier two books, the bestselling Dare to Lead (SAGE, 2011) and CEO: Chess Master or Gardener (Oxford University Press, 2018), I am happy to announce my new book (to be released in mid-February) titled Transformational leadership in Banking, Challenges of Governance, Leadership and HR in a Disruptive World and published by the SAGE India.
This book is an edited volume and its content structure follows a unique approach of using three different lenses (namely, articles, case-studies and interviews) to provide a range of perspectives, analysis and insights to readers. The first section contains invited papers on the themes of the book from leading academicians, researchers and practitioners. This section provides a holistic view and makes a compelling case on the potential upside to the banking system, if the reform process focuses on governance, culture, leadership and talent issues. The second section contains case- studies of four large banks, namely, SBI, ICICI Bank, Bank of Baroda and Union Bank of India that describe the organizational and/or digital transformation in these banks. These case-studies show that despite constraints, there are success stories in banking transformation and best practices. The third, and the final section, has six interviews with leading banking icons and former Non- Executive Chairmen who have articulated their views on issues of governance, leadership, HR and culture, and suggested ways for reforms. The interviews contain their perspectives on the gaps that exist between current state of practice and immediate and futuristic needs of the banking sector
Many problems of public sector banks in India are rooted in the legacy-driven culture of Industrial relations (IR) and human resources (HR) management. These have inhibited the pace of internal reforms.
This book presents ways in which the author, in his role as a CEO, and using insights gained during field research, undertook the creative destruction of the legacy culture in IR/HR in Bank of Baroda. This was done through multiple initiatives, including re-ordering the pattern of IR management and game-changing innovations in employee engagement, eventually transforming the organization into a valuable brand.
The book illustrates the strategic role of CEOs in designing a new future for their organizations in the face of multiple challenges through harmonizing the HR function with the business. It also provides several insightful leadership lessons to the top management of large organizations to move from a narrowly focussed HR culture to a broader HR paradigm consistent with the requirements of a competitive landscape.
- Y.V. Reddy, Former Governor, Reserve Bank of India
- Jagdish Sheth, Charles H. Kellstadt Professor of Business, Emory University, USA
- Rajeev Dubey, Group President (HRD), Mahindra & Mahindra Limited.
- Ravi Venkatesan, Non-executive Chairman, Bank of Baroda
- Santrupt B. Mishra, CEO, Carbon Black Business, Director, Group Human Resources, Aditya Birla Group
- Dave Ulrich, Rensis Likert Professor, Ross School of Business, University of Michigan; Partner, The RBL Group
- South East Asian Journal of Human Resource Management
- Business India
- People Matters
- Indian Journal of Social Work
- Indian Journal of Industrial Relations
- Business Standard
- Business Manager
Dare to Lead is the fascinating story of how Anil K. Khandelwal transformed Bank of Baroda (BOB) from being just another public sector bank into one of the most valuable brands in Indian banking.
This is the story of the leadership challenges, management solutions and personal and professional excitement the author experienced in transforming the 97-year-old bank into a modern, tech-savvy, customer-centric bank.
This book is an excellent blueprint for undertaking transformation in large, geographically dispersed public sector enterprises. It describes how a large-sized bank was transformed on all parameters with clear vision, execution discipline, customer centricity and people engagement.
The author emphasizes that large-scale transformation can be undertaken successfully only if the CEO shows courage to change the status quo and mobilize the human effort within the organization.
The story of BOB's transformation has captured international attention and finds its mention in Harvard Business Review, Human Resource Development International and the book The India Way by the Wharton School faculty.
- Anand Mahindra
Vice Chairman and Managing Director, Mahindra & Mahindra Limited, Mumbai, India
- Tom Peters
Co-author, In search of Excellence
- Ram Charan
Co-author of Execution and The Game-Changer
- Rosabeth Moss Kanter
Professor at Harvard Business School, USA Author of Confidence and Supercorp
- Dave Ulrich
Professor, Ross School of Business, University of Michigan, USA
- K V Kamath
Chairman, ICICI Bank, India
- Vijay Govindarajan
Professor , Tuck School of Business , Dartmouth College , USA
- Business Today
- Business Line
- The Smart Manager
- People Matters
- Business India
Journal of Social Science National Institute of Bank Management.
- National HRD Network Journal
- The Hindu
Journal of Indian Institute of management, Ahmadabad
- Nitin Garg
Union Bank of India