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THE GREAT UNION JOURNEY: AMALGAMATION OF...

S. Ramnarayan, Sau...

Case

THE GREAT UNION JOURNEY: AMALGAMATION OF UNION BANK OF INDIA, ANDHRA BANK, AND CORPORATION BANK

S. Ramnarayan; Saumya Sindhwani; Lakshmi Appasamy; Geetika Shah

ISB319 | Published May 30, 2022 | 34 pages Case

Collection: Indian School of Business

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Set in April 2021, the case study traces the process of amalgamation of the Union Bank of India (UBI) with the erstwhile Andhra Bank (e-AB) and Corporation Bank (e-CB) following the announcement by the Ministry of Finance (MoF), Government of India (GoI), on August 30, 2019. With the Amalgamation Effective Date set as April 1, 2020, Rajkiran Rai G., the Managing Director (MD) and Chief Executive Officer (CEO) of UBI, who oversaw the amalgamation project was faced with formidable challenges. The banks had distinctive cultures and values. While UBI was pan-national, the employee and customer compositions of the e-AB and e-CB reflected their regional dominance. The case documents how Rai and his team successfully integrated people, products, policies, cultures, technology, and customers within a stringent and short timeline. It describes the sustained efforts to unify employees under a common identity and align them toward the shared vision of becoming the best in the industry. The case provides an overview of the differentiated measures undertaken by Rai and his team to engage the different stakeholders, the governance structure for decision making and implementation, comprehensive measures to ensure transparency through communication and access to resources, meticulous planning, delegation, monitoring, and course corrections in the face of obstacles. One year after the AED, the financial performance of UBI testified to the success of the amalgamation. However, Rai had to foster a customer-centric and performance-oriented culture at UBI. He had to fortify the bank’s future prospects by institutionalizing the learnings from the transformation. As the bank embraced digital transformation more frequent changes were imminent. Rai had to tackle the challenge of building an agile, mission-driven, and learning-oriented organization.

1. Address the concerns of the different stakeholders in mergers and acquisitions, 2. Lead organizational transformation in general and overcome the challenges of transforming public-sector entities, 3. Promote collaborative cultures despite diverse backgrounds and priorities, 4. Foster a learning culture in an organization, 5. Implement measures to enhance organizational agility.