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Harvard Case - The Board's Role in Refocusing Bahrain Development Bank

"The Board's Role in Refocusing Bahrain Development Bank" Harvard business case study is written by Paul M. Healy, Alpana Thapar. It deals with the challenges in the field of Accounting. The case study is 24 page(s) long and it was first published on : Apr 5, 2020

At Fern Fort University, we recommend a comprehensive strategic refocusing of Bahrain Development Bank (BDB) that prioritizes its core competencies, enhances its financial performance, and strengthens its position as a leading development institution in Bahrain. This strategy involves a combination of operational improvements, strategic partnerships, and targeted investment in key sectors.

2. Background

The case study focuses on Bahrain Development Bank (BDB), a government-owned institution established to promote economic diversification and growth in Bahrain. Despite its initial success, BDB faces challenges in achieving its mandate due to:

  • Declining profitability: BDB's profitability has been declining due to a combination of factors, including high operating costs, inefficient lending practices, and a challenging economic environment.
  • Limited focus: BDB has struggled to define and focus on its core competencies, leading to a fragmented portfolio of activities and a lack of clear strategic direction.
  • Governance issues: The board of directors lacks the necessary expertise and experience to effectively guide BDB's strategic direction and oversee its operations.

The case study highlights the need for a comprehensive strategic review and refocusing of BDB's operations to address these challenges and ensure its long-term sustainability and success.

3. Analysis of the Case Study

The analysis of the case study can be framed using a combination of strategic, financial, and operational frameworks:

Strategic Framework:

  • SWOT Analysis:
    • Strengths: BDB's strong government backing, existing infrastructure, and experience in development financing.
    • Weaknesses: Inefficient operations, lack of clear strategic direction, and limited financial resources.
    • Opportunities: Growing demand for SME financing in Bahrain, potential for strategic partnerships with international institutions, and opportunities for diversification into new sectors.
    • Threats: Increasing competition from private banks, economic instability in the region, and regulatory changes.
  • Porter's Five Forces:
    • Threat of New Entrants: Moderate, as entry barriers are relatively low due to the presence of existing financial institutions.
    • Bargaining Power of Buyers: High, as borrowers have multiple financing options available.
    • Bargaining Power of Suppliers: Low, as BDB primarily deals with local suppliers.
    • Threat of Substitutes: Moderate, as alternative sources of funding are available from private banks and international institutions.
    • Competitive Rivalry: High, due to the presence of numerous financial institutions competing for market share.

Financial Framework:

  • Financial Statement Analysis: Analysis of BDB's financial statements reveals declining profitability, high operating costs, and a low return on equity.
  • Ratio Analysis: Key ratios such as profitability ratios, efficiency ratios, and liquidity ratios can be used to assess BDB's financial performance and identify areas for improvement.
  • Cost Accounting: Implementing activity-based costing (ABC) can help BDB identify and allocate costs more accurately, enabling better cost control and profitability analysis.

Operational Framework:

  • Organizational Structure and Design: BDB's organizational structure needs to be streamlined and aligned with its strategic objectives.
  • Employee Performance Management: Implementing effective performance management systems can improve employee motivation and productivity.
  • IT Management: Investing in modern IT systems can improve operational efficiency and enhance data analytics capabilities.
  • Risk Management: Implementing a robust risk management framework can mitigate financial and operational risks.

4. Recommendations

Based on the analysis, the following recommendations are proposed for BDB:

Strategic Refocusing:

  • Define Core Competencies: BDB should clearly define its core competencies and focus on providing specialized financial services to specific sectors, such as SMEs, renewable energy, and technology.
  • Develop a Growth Strategy: BDB should develop a focused growth strategy that targets specific market segments and leverages its competitive advantages.
  • Strategic Partnerships: BDB should explore strategic partnerships with international development institutions, private sector investors, and other financial institutions to leverage expertise, funding, and market access.

Financial Performance Improvement:

  • Cost Optimization: BDB should implement cost optimization measures, including streamlining operations, negotiating better supplier contracts, and reducing administrative expenses.
  • Improved Lending Practices: BDB should develop more efficient and effective lending practices, including improved credit risk assessment, loan monitoring, and collection strategies.
  • Financial Performance Measurement: BDB should implement robust financial performance measurement systems to track key performance indicators (KPIs) and monitor progress towards its financial goals.

Governance and Operations:

  • Board Strengthening: BDB's board of directors should be strengthened with individuals possessing relevant expertise in finance, development, and governance.
  • Organizational Structure: BDB should implement a more streamlined and efficient organizational structure that aligns with its strategic objectives.
  • Employee Incentives: BDB should implement performance-based employee incentives to motivate employees and improve productivity.
  • IT Systems: BDB should invest in modern IT systems to improve operational efficiency, enhance data analytics capabilities, and improve customer service.

5. Basis of Recommendations

The recommendations are based on the following considerations:

  • Core competencies and consistency with mission: The recommendations focus on strengthening BDB's core competencies and aligning its activities with its mission of promoting economic diversification and growth in Bahrain.
  • External customers and internal clients: The recommendations consider the needs of BDB's external customers, including SMEs, entrepreneurs, and investors, as well as the needs of its internal clients, including employees and stakeholders.
  • Competitors: The recommendations take into account the competitive landscape and aim to position BDB as a leading development institution in Bahrain.
  • Attractiveness ' quantitative measures if applicable: The recommendations are expected to improve BDB's financial performance, including profitability, return on equity, and asset utilization.
  • Assumptions: The recommendations are based on the assumption that BDB has the necessary resources and commitment to implement the proposed changes.

6. Conclusion

By implementing these recommendations, BDB can achieve a comprehensive strategic refocusing that will enhance its financial performance, strengthen its position as a leading development institution in Bahrain, and contribute to the long-term economic growth of the country.

7. Discussion

Other alternatives not selected include:

  • Merging with another financial institution: This could provide access to greater resources and expertise but could also lead to cultural clashes and operational challenges.
  • Privatization: This could improve efficiency and profitability but could also lead to a loss of focus on development objectives.

The recommendations are subject to the following risks:

  • Resistance to change: Employees and stakeholders may resist changes to BDB's operations and governance.
  • Economic instability: The economic environment in Bahrain could deteriorate, impacting BDB's financial performance.
  • Competition: BDB may face increased competition from private banks and international institutions.

The key assumptions underlying the recommendations are:

  • BDB has the necessary resources and commitment to implement the proposed changes.
  • The economic environment in Bahrain will remain stable.
  • BDB will be able to attract and retain qualified employees.

8. Next Steps

The following steps should be taken to implement the recommendations:

  • Develop a detailed implementation plan: This plan should outline the specific actions to be taken, the timeline for implementation, and the resources required.
  • Communicate the strategy to stakeholders: BDB should communicate the strategic refocusing plan to its employees, stakeholders, and the public.
  • Monitor progress and make adjustments: BDB should regularly monitor progress towards its strategic goals and make adjustments as needed.

By taking these steps, BDB can successfully implement its strategic refocusing plan and achieve its long-term goals of promoting economic diversification and growth in Bahrain.

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Case Description

In March 2016, Bahrain Development Bank's existing board term came to an end and Khalid Al Rumaihi was appointed the new chairman. Determining a need for change, he immediately overhauled the board and replaced the Bank's long-standing CEO. The new board quickly concluded that the Bank needed to refocus on its core business of lending to small and medium-sized enterprises (SMEs) and selected an experienced Bahraini corporate banker to implement this strategy. However, within six months, the new CEO resigned and the board had to once again look for a replacement. Expanding their search globally, they found Sanjeev Paul, a Singaporean with immense experience in SME lending, who was appointed CEO of BDB in May 2018. Over the next 20 months, with the board's support, Paul headed an organization-wide revamp aimed at enabling the bank to refocus and achieve its mandate of supporting SMEs. By December 2019, the changes started to pay off; after three years of losses, BDB turned its first profit. However, Paul and the board recognized their work was far from over. The Bank's cost structure was higher than that of competition, they paid below-market salaries, and had an outdated core banking system. As Al Rumaihi looked ahead to his second term as chair, he wondered how the board could help Paul and his management team in addressing these challenges.

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