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Until 2015, the city of Indore, India was considered “dirty,” with various sites serving as open dumping grounds for solid waste and open dustbins overflowing with mixed wet and dry waste. However, the strategic orientation of urban local body Indore Municipal Corporation led to a remarkable transformation in the city. In 2017, a series of change initiatives resulted in Indore being named the cleanest city in India—a jump from its 2016 low ranking of 25th, when the cleanliness drive was conducted for the first time. To reach this high point, Indore Municipal Corporation transformed its system and processes. The organization shifted to a revenue-generating sustainable waste management model that helped change the mindset and behaviour of Indore’s citizens. Cleanliness was becoming a new way of life. However, Indore Municipal Corporation still faced key challenges including momentum, innovation, and sustaining the city’s waste management model.

Until 2015, the city of Indore, India was considered "dirty," with various sites serving as open dumping grounds for solid waste and open dustbins overflowing with mixed wet and dry waste. However, the strategic orientation of urban local body Indore Municipal Corporation led to a remarkable transformation in the city. In 2017, a series of change initiatives resulted in Indore being named the cleanest city in India-a jump from its 2016 low ranking of 25th, when the cleanliness drive was conducted for the first time. To reach this high point, Indore Municipal Corporation transformed its system and processes. The organization shifted to a revenue-generating sustainable waste management model that helped change the mindset and behaviour of Indore's citizens. Cleanliness was becoming a new way of life. However, Indore Municipal Corporation still faced key challenges including momentum, innovation, and sustaining the city's waste management model.

Canara Bank has been one of the top five public sector banks in India since its founding in 1906. After lagging behind its competitors for some years, it has finally started to recover from non-performing assets and low profitability. Its new chief executive officer has brought vision, strategic direction, and motivation to achieve a remarkable turnaround in 2013/14, but now he faces several key questions. Should the bank launch an ambitious expansion of its branches, online services, information technology, and human resources, based solely on the recent encouraging results? Is the management committee’s optimism justified, given that several new initiatives are still at various stages of implementation? Will this growth overstretch Canara Bank’s already constrained resources? In order to regain its position and improve reach and profitability in a highly competitive market, an expansion program has to be launched or an opportunity will be missed.

Canara Bank has been one of the top five public sector banks in India since its founding in 1906. After lagging behind its competitors for some years, it has finally started to recover from non-performing assets and low profitability. Its new chief executive officer has brought vision, strategic direction, and motivation to achieve a remarkable turnaround in 2013/14, but now he faces several key questions. Should the bank launch an ambitious expansion of its branches, online services, information technology, and human resources, based solely on the recent encouraging results? Is the management committee's optimism justified, given that several new initiatives are still at various stages of implementation? Will this growth overstretch Canara Bank's already constrained resources? In order to regain its position and improve reach and profitability in a highly competitive market, an expansion program has to be launched or an opportunity will be missed.