In April 2016, the board of directors at an Indian housing finance company, PNB Housing Finance Limited (PNB), was considering the company’s recent organizational transformation and looking ahead to a planned initial public offering. The case examines how business process re-engineering helped PNB grow its small loan portfolio and shed its image as a minor player with little commitment to customer service to become a profitable, solid solution provider. A discussion of specific strategies and interventions that occurred at PNB explain the organizational transformation at the structural, technical, and behavioural levels. The question for the board now is whether the transformation has sufficiently matured the company and prepared it for the next step in its growth—the IPO.

In April 2016, the board of directors at an Indian housing finance company, PNB Housing Finance Limited (PNB), was considering the company's recent organizational transformation and looking ahead to a planned initial public offering. The case examines how business process re-engineering helped PNB grow its small loan portfolio and shed its image as a minor player with little commitment to customer service to become a profitable, solid solution provider. A discussion of specific strategies and interventions that occurred at PNB explain the organizational transformation at the structural, technical, and behavioural levels. The question for the board now is whether the transformation has sufficiently matured the company and prepared it for the next step in its growth-the IPO.