DBS: Transforming the culture of an Asian bank

DBS: Transforming the culture of an Asian bank

In January 2010, the new DBS chief executive officer, Piyush Gupta, was tasked to realise the bank’s vision to be the ‘Asian bank of choice for the new Asia’. The global financial crisis of 2008 had created an opportunity for DBS to fill the void left by the Western banks that were suffering from it...

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Bibliographic Details
Main Authors: CHONG, Mark, CHAN, Chi Wei
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2014
Subjects:
Organisational change
corporate culture
culture change
cultural transformation
cross-cultural communication
leadership
mind map
strategic vision
organisational culture
stakeholder image
V-C-I Framework
corporate reputation
corporate branding
Hofstede cultural dimensions
internal alignment
The Golden Circle
Business Administration, Management, and Operations
Business and Corporate Communications
Human Resources Management
Organizational Behavior and Theory
Online Access:https://ink.library.smu.edu.sg/cases_coll_all/99
https://cmp.smu.edu.sg/case/2091
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Institution: Singapore Management University
Language: English
Description
Summary:In January 2010, the new DBS chief executive officer, Piyush Gupta, was tasked to realise the bank’s vision to be the ‘Asian bank of choice for the new Asia’. The global financial crisis of 2008 had created an opportunity for DBS to fill the void left by the Western banks that were suffering from its aftermath. Gupta, a former Citibank executive, had to reconcile the harmonious yet passive local culture at DBS with the more competitive yet proactive culture he was accustomed to - without causing an outcry from the other stakeholders. Students will learn how to discuss corporate branding using the Vision-Culture-Image framework. They would get an opportunity to understand how to build internal alignment, appreciate cross-cultural dimensions and inspire organisations. More specifically, students will identify potential transformation bottlenecks presented in the case. They will then evaluate the DBS transformation strategy presented in an in-class hand out by using the Vision-Culture-Image framework to assess how effective the strategy was at addressing such bottlenecks. The case is useful for undergraduate, postgraduate and executive education courses that study communication and organisational change.

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