1. Approach paper to ISB re: Corporation Bank Project Prasad Kaipa SelfCorporation

2. Contents  Context  Focus  Approach: Pre-, During and After the ISB program  Typical Day  Help I need from you  Content input  Logistics and Financials

3. Context  Prior training did not work because transfer of learning to workplace did not take place  Gaps in recommendations from CMD and next level offices re: content & approach  Re-creating workplace environment, limitations, support structures, success scenarios might ensure success of our program

4. Focus  Strategic implementation and action learning  Mindsets and team learning are critical  Behavior change and implications for producing results  Energy and ownership comes when skepticism and unmentionables are listened and addressed respectfully

5. Approach  Intervention to be designed more from results orientation and strategic implementation in Corp. Bank perspective rather than strategy and case study discussions  Invite a micro-cosm of Corp. Bank employees instead of just champions and change managers  Involve the bank in pre-work, continuous reflection on their bank issues through out the session and finally come up with clear and actionable steps to be taken like presentation to CMD, ED and senior staff regarding steps, measures and required support from them

6. Pre-work: Clarify  Levels of idea generation  Implementation support and barriers  Persistence/Fortitude  Role clarity  Motivation and ownership  Team skills  Result orientation

7. An Assessment designed around  Perspective (customer, colleagues, Bank, competition and self/family)  Action Orientation (urgency, resources, results, rewards)  Role Clarity (employee, owner, family, friend)  Decision-making (who makes them, how they are executed, choice one has, resources available, time that is available)  Fortitude (Results, process, effort, delegation, different approach)  Motivation (duty, responsibility, accountability, rewards & recognition, legacy, fairness)

8. Questions to be included  What works well in Corporation Bank?  What are common excuses that you hear when things didn’t go well?  What are unmentionables in your bank?  What is dysfunctional?  What kinds of things are supported?  What really is the way to get things done around in your bank? Are they different from zone to zone? Branch to Branch?

9. Before they come  They answer some questions ahead of time  Fill out an assessment  Come in teams so that they can go back and make it work in teams  What we do is framed as two pilot programs  Get agreement from CMD and senior executives that there could be unexpected results  They can expect a letter or presentation from the participants after both programs are over

10. The session itself  People sit around tables in groups of 4-6 (Is that possible?)  We start the morning with short reflection session (first day we can skip reflections) -- personal, table group and then key reflections shared with each group (pop corn fashion)  Content input: best practices in customer focused marketing (best banking sector) etc. followed by discussion of the case.  Small group discussions around applicability of the case. What is applicable, what is not; what would work? Who needs to make it work? What kind of impediments can we expect? What will it take for succeed in Corporation Bank? Will your group take it on? What do you need to take it on and make it successful?

11. Session continued  Each table group presents its responses to questions regarding Corporation Bank, what works, what does not and what do they need to make it better etc. Other groups might comment, agree or disagree.  Through dialogues, discussions with faculty and among themselves, each day, they grapple with one issue: high performance orgns, customer focused marketing, leadership and change mgmt, and personal leadership.  By end of the day, facilitator helps them to clarify an action plan. Which zone? Which branch office first? What do they need in terms of resources? What kind of support from zonal and regional managers to branch managers is needed? How do we measure the results? What are the metrics? What do you need from top exec. team?

12. Six days  Each day we work on new input -- part of it from best practices, marketing or IT or perspective and part of it from mindsets, motivation, leadership and other soft skills perspective.  Let us assume that first day we begin with mindsets and following three days we bring content input. Then final two days we go back to soft skills input.  Part of first day we spend creating an environment for deep learning.  Part of last two days, we spend time on helping them create the presentation for their CMD and (other group so that two groups can present together) and identifying potential issues and support structures to bring about change that sticks

13. Final day…  I hope to end the 5th day with deep personal reflections about themselves, their teams and their bank.  Final day begins with re-examining their presentation and plan in terms of implementability, workability and support structures.  Explore areas of potential breakdown and possible obstructions that could derail their plan. Create buddy system and personal support structures to make them successful.  Clearly identify metrics, their personal stake in the matter before their leave the session.

14. Final Day…  As a surprise, arrange for CMD and or ED to show up on the last day.  Let them really make the action plan/ presentation to CMD/ED.  Get their feedback and make changes to the action plan. CMD/ED make certain commitments too!  When they go back, they make that presentation to other senior executives who were not able to be on the final day.  Get the second group to go through the presentation so that they can be excited and get mentally ready!

15. Follow through…  When both groups complete their sessions, help them to create one 90 day plan of action.  Identify target numbers and other appropriate metrics.  Let them get into entrepreneurial mode and bring about success.  Help them to use the support groups and coach them through the 90 days to keep their energies up…  If appropriate, do some mentoring and coaching to the two groups.  Create a day or two at the end of 90 days for participants to reflect, learn and plan for the second quarter through the end of the year.  If appropriate, coach some of the team leaders to be successful.

16. Help I need  I need to know some of the capabilities of some of the people in OB department before I can ask you for more help.  I certainly need others to assist and work with me and let us talk about it further.

17. Content Input  High Performing Orgns. In Banking Sector and their characteristics  What would customer centered marketing mean? How do we make C.Bank to be customer centered? What would it mean to you?  Leadership and Change Management: What would it mean to Corporation Bank?  Personal Leadership and Soft skills -- What do I need to be successful?

18. Logistics and Financials  When do they come in? I take it that the program will be in Hyd.  Can we have people sitting around tables?  Can programs go into evenings -- even though evenings will be more for their own preparations and some relaxing and fun sessions.  When do I need to come? How should I charge you? How about preparation, travel, work with participants etc. Please give me some figure to work with.