Journal Press India^®

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Purpose: This case study examines the transformation of Bandhan from a microfinance institution (MFI) into a universal bank, analyzing how strategic intent, regulatory alignment, organizational restructuring, and customercentric innovation enabled this transition. Design/Methodology/Approach: The research adopts a strategic management and systems thinking perspective, using tools such as the McKinsey 7S Framework, SWOT analysis, andinstitutional theoryto understand Bandhan’s transition as a systemic shift rather than an isolated organizational change. Findings: The study reveals that Bandhan’s transition was driven by its strong microfinance legacy, social capital built through trust-based lending to women borrowers, and operational discipline rooted in its grassroots model. Research Limitations: The study is primarily based on secondary data sources, and the findings are context-specific to Bandhan Bank and may not be fully generalizable to all microfinance institutions or banking transformations. Managerial Implications: The study emphasizes that successful transformation from a microfinance institution to a universal bank requires balancing mission-driven financial inclusion with commercial banking efficiency. Originality/ Value: The study contributes original insights by examining Bandhan Bank’s transition through a systems thinking and strategic management lens, highlighting transformation as an institutional evolution rather than a linear organizational change. It adds value to the literature on financial inclusion and banking reforms in India by demonstrating how social objectives and commercial banking practices can be effectively integrated to achieve scalable and sustainable growth.

Keywords

Microfinance, Bandhan, Banking, and Financial Inclusion