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It is generally said that change as a response is not as definitive a measure of leadership as change as a proactive step. Organisations do respond to demanding situations. Some responses are turnaround strategies, some are restructuring strategies and some others are re-engineering exercises. Bank of Baroda with its 97 years of unblemished history has ushered in an 'adaptive change' as opposed to a 'technical change' under the leadership of its Chairman, Dr Anil K Khandelwal. A re-branding exercise was taken up as a part of this change to revitalise the bank. It was of a scale that had rarely been witnessed in any government-owned financial institution in India. The complete makeover of the external facade of the bank was completed in 53 days and the new brand was launched on 6 June 2005. Within a month, the re-branding was hailed as a successful initiative by all quarters with even the sceptics becoming believers. However, with the Indian banking industry being opened up to foreign players, the competition might blur these historic changes.