| Case Title |
The Shinsei Bank (D) |
| Case Author(s) |
Michael Y. Yoshino Perry L. Fagan
|
| University |
Harvard Business School |
| Abstract |
At the end of its first year of operation, Shinsei bank reported stunning performance results that exceeded investorsÕ expectations. However, a series of implementation issues relating to corporate restructuring remained unresolved. Conflicts emerged between the bankÕs veteran Japanese Relationship Managers, who serviced corporate clients, and its younger recruits, who were eager to cross-sell new products to these clients. Senior management of the bank disagreed over how to handle the conflicts and how fast the bank should be moving to create a new performance-driven culture. Masamato Yashiro, CEO of Shinsei bank, was in urgent need to find solutions to these problems fast. This case can also be used with The Shinsei Bank (A). |
| Available In |
The Harvard Case Collection |
| Publisher |
Harvard Business School Publishing |
| Publisher Case No. |
9-302-039 |
| Distributor(s) |
Harvard Business School Publishing
European Case Clearing House
|
| Pub/Rev Date |
2001 |
| ISBN |
|
| Case Length |
20 pgs |
| Teaching Note |
No |
| Pub TN Ref No. |
|
| Pages (TN) |
|
| Issues |
Acquisitions, Financial institutions, Financial services, Mergers & acquisitions |
| Organisation(s) |
Shinsei Bank
|
| Countries |
Japan |
| Industry |
Financial Services |
| Period Covered |
2000 |
| Level |
Undergraduate/Postgraduate |
| Links of Interest |
The Shinsei Bank website
|
| Back |