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At this time, the banking system was dominated by the Imperial Bank of India, a holdover from the British era. This bank mainly served the wealthy and those in the cities, leaving much of the country, especially the rural areas, without access to basic banking services. Rohan realized that if India was going to prosper, it needed a banking system that reached everyone, not just a select few.

He had been thinking about creating a State Bank of India for some time, and now, after the success of LIC, he believed the moment had come to make it a reality.

He turned away from the window and checked the clock. It was time to gather his team. He called an urgent meeting with his economic committee. Soon, his office filled with familiar faces: Neeraj, his right-hand man; Harish Patel, the Finance Minister; Nimesh, an expert in rural development; Dr.

Shivam Kumar, an economist who specialized in financial inclusion; and Arvind Rao, a seasoned banker with extensive experience.

Once they were all seated, Rohan began to speak. "Thank you for coming on such short notice," he said, his voice calm but serious. "We've achieved something significant with LIC, but there's another issue we need to address. Our banking system isn't meeting the needs of most people. The Imperial Bank of India serves only a small portion of our population, and that has to change.

We need a bank that can serve the whole country, a State Bank of India."

The room grew quiet as the team absorbed what Rohan had just said.

Harish Patel was the first to respond. "Prime Minister, you're right. The Imperial Bank is important, but it doesn't reach far enough. We need a bank that can help rural areas, support agriculture, and provide financial services to small businesses. This is crucial for our country's development."

Nimesh, who had spent years working in rural India, leaned forward. "Our villages are the heart of the nation," he said earnestly. "But most of them don't have access to banks. If we're going to create a State Bank of India, it has to focus on these areas. We need to make sure farmers and small business owners can get the loans they need to grow."

Dr. Shivam, always an advocate for the poor, added, "Financial inclusion is essential to lifting people out of poverty. A bank like the State Bank of India can connect the rural poor with the financial resources they need to improve their lives. But we have to ensure this bank serves everyone not just the wealthy in the cities."

Arvind, who had been thinking about the logistics, finally spoke up. "Transforming the Imperial Bank into the State Bank of India won't be easy. We need to set clear goals and create a strong structure. The bank has to work efficiently but also needs to be flexible enough to meet the different needs of people across the country."

Rohan listened carefully, taking in all their thoughts. He knew this would be a huge task. This wasn't just about changing a name it was about creating a new kind of bank that could serve every Indian.

"We need to approach this with the same care and commitment we brought to LIC," Rohan said, breaking the silence. "The benefits could be enormous. A State Bank of India could provide banking services to everyone, support government projects, fund important infrastructure, and help achieve financial inclusion, which is critical for our country's growth."

The room fell silent again as everyone thought about the challenges ahead. Rohan could sense their concerns.

"This won't be easy," he said, his voice steady. "There will be strong opposition. The Imperial Bank is powerful, and many will resist this change. But think about what this could mean for our people the farmers who can't get credit, the small business owners who can't get loans, and the millions who don't have access to banking. We have a chance to change that.

We have a responsibility to make this happen."

Harish Patel nodded. "The first thing we need to do is draft the law to nationalize the Imperial Bank of India and turn it into the State Bank of India. We need to ensure the new bank has the powers and responsibilities it needs, like acting as the main agent for the Reserve Bank of India in handling government transactions and managing public debt."

Neeraj, who always focused on the details, added, "We also need to think about the structure of the new bank. The main office should be in New Delhi because this will send a direct message of how important this is to the government, it is not a normal bank but a bank with hopes and aspirations of people at the centre of India.

We'll also need regional offices in every state to make sure the bank's services are available everywhere. Each regional office should have some freedom to address the specific needs of its area."

Arvind nodded in agreement. "Yes, and the State Bank of India will need to focus on different sectors to ensure it covers all areas."

Nimesh, who had been listening quietly, suggested, "We could set up an Agricultural Credit Department. This department could offer financial products specifically designed for farmers. We should provide short-term loans for crops and long-term financing for buying land, equipment, and irrigation systems."

Dr. Shivam, another member of the committee, added, "That's crucial. This department would play a key role in increasing agricultural productivity and supporting the livelihoods of millions of rural Indians."

Arvind then proposed, "We should also have a Small Industries Department to support small and medium-sized businesses. These businesses are crucial for creating jobs and driving economic growth. We must ensure they have the financial support they need."

Harish Patel added, "And we can't overlook the importance of managing public finances. We should create a Public Debt Management Department responsible for handling the issuance and servicing of government securities. This department will help the government finance its expenses while keeping the country's finances stable."

Neeraj, thinking about logistics, said, "We'll also need a Branch Expansion Department. This department would be tasked with setting up new branches across the country, especially in rural areas that are currently underserved. We need to make sure the State Bank of India's services are easy to access and meet local needs."

Rohan, seeing the growing importance of technology in banking, suggested, "We should set up an Information Technology Department. This department could develop and implement systems to manage the bank's operations efficiently. We should also explore ways to use technology to bring banking services to remote areas maybe through mobile banking units or digital platforms."

But Rohan knew that even a strong structure wouldn't guarantee the success of the State Bank of India and even it if is successful the repetition of behaviour of the original SBI is intolerable. They are people there for the public not some king of their counter.

The people working for the bank would need to be fully committed to its mission and values.

"We should create a Training and Development Academy," Rohan proposed. "This academy could train the bank's employees, ensuring they have the skills and knowledge to serve the people well. The training should focus on integrity, customer service, and understanding the economic needs of the country."

The room buzzed with energy and ideas. But Rohan knew the real challenge lay ahead. It was one thing to come up with a plan, but another to get it done. They needed political and public support, and that wouldn't be easy.

The team spent the next few months holding discussions with key stakeholders, including members of Parliament, state leaders, and representatives from the banking industry. The conversations were tough. The Imperial Bank had strong allies, and many were skeptical of the proposed changes.

Some feared the disruption it would cause, while others questioned whether the government could manage such a large and complex institution.