Skip to main content

CMA Chanda Kochhar CEO ICICI Bank

ICICI Bank has formally announced CMA Chanda Kochhar as CEO and Managing Director of ICICI Bank. She will succeed one of the most powerful personalities in the bank industry Mr. K V Kamat.


She is Associate Member of ICWAI. She did her Masters in Management Studies from the Jamnalal Bajaj Institute of Management Studies, Mumbai.

She has worked all the way from being a Management Trainee to become the CEO of ICICI Bank. On her way to way to the top, she has numerous achievements. Under her leadership,the Bank has won several prestigious awards:

  • * “Best Retail Bank in India” – 2005 - The Asian Banker
  • * “Best Retail Bank in India” – 2004 - The Asian Banker
  • * “Best Retail Bank in India” – 2003 - The Asian Banker
  • * “Excellence in Retail Banking Award” -2002 - The Asian Banker
  • * “Best Retail Bank in India” – 2001 - The Asian Banker

As recognition of her contribution to establish ICICI Bank as a leading player in the banking industry Ms. Kochhar has been:

* Ranked 33th in the Fortune’s List of Most Powerful Women in Business, 2007
* Ranked 37th in the Fortune’s List of Most Powerful Women in Business, 2006
* Ranked 47th in the Fortune’s List of Most Powerful Women in Business, 2005
* Awarded Business Woman of the Year 2005 by The Economic Times
* Selected as Retail Banker of the Year 2004 (Asia-Pacific region) by The Asian Banker from
amongst prominent retail bankers in the Asia Pacific region
* Selected as ‘Rising Star Award’ for Global Awards 2006 by Retail Banker International

I congratulate CMA Chanda Kochhar on her new appointment and wish her all the success in years to come.


Readers: Please congratulate CMA Chanda Kochhar by commenting on the blog post.


Post Accountancy Jobs on
Management Accountant Job Board




Do you like to be updated in Accountancy ?
Subscribe to Management Accountant by Email


Or



Subscribe in a reader




You may also like to read
  1. Kick start your career with Linkedin
  2. Highest Paid Director
  3. 100 most influencial people in business
  4. Changing Role of Management Accountants
  5. How to Share Blog posts with friends 25-May-08
  6. Management Accountant Blog Home




Post a Comment

Popular posts from this blog

Learning Curve Theory

Learning Curve Theory is concerned with the idea that when a new job, process or activity commences for the first time it is likely that the workforce involved will not achieve maximum efficiency immediately. Repetition of the task is likely to make the people more confident and knowledgeable and will eventually result in a more efficient and rapid operation. Eventually the learning process will stop after continually repeating the job. As a consequence the time to complete a task will initially decline and then stabilise once efficient working is achieved. The cumulative average time per unit is assumed to decrease by a constant percentage every time that output doubles. Cumulative average time refers to the average time per unit for all units produced so far, from and including the first one made.

Major areas within management accounting where learning curve theory is likely to have consequences and suggest potential limitations of this theory.


Areas of consequence:
A Standard Costing

Throughput Accounting

Throughput accounting (TA) is an alternative to cost accounting proposed by Eliyahu M. Goldratt. It is not based on Standard Costing or Activity Based Costing (ABC). Throughput Accounting is not costing and it does not allocate costs to products and services. It can be viewed as business intelligence for profit maximization. Conceptually throughput accounting seeks to increase the velocity at which products move through an organization by eliminiating bottlenecks within the organization.


Cost (or Management) accounting is an organization's internal method used to measure efficiency. Since no one outside the organization uses such internal accounts for investment or other decisions, any methods that an organization finds helpful can be used.


Throughput accounting improves profit performance with better management decisions by using measurements that more closely reflect the effect of decisions on three critical monetary variables (throughput, inventory, and operating expense — defin…

Resistence to Change - Approaches of Kotter and Schlesinger

The Six (6) Change Approaches of Kotter and Schlesinger is a model to prevent, decrease or minimize resistance to change in organizations.
According to Kotter and Schlesinger (1979), there are four reasons that certain people are resisting change: Parochial self-interest (some people are concerned with the implication of the change for themselves ad how it may effect their own interests, rather than considering the effects for the success of the business)Misunderstanding(communication problems; inadequate information)Low tolerance to change (certain people are very keen on security and stability in their work)Different assessments of the situation (some employees may disagree on the reasons for the change and on the advantages and disadvantages of the change process) Kotter and Schlesinger set out the following six (6) change approaches to deal with this resistance to change: Education and Communication - Where there is a lack…