Description
The presentation that evaluates indian leadership on global scale.
“The ability to influence a group toward the achievement of a vision or set of goals”.
? ?
Today execution becoming the secret to making ordinary companies extraordinary. True leadership capital becoming even more important than tangible assets such as real estate. Today leaders are needed to
? Challenge the status quo. ? To create visions of the future. ? And to inspire organizational members to want to achieve the visions.
?
?
?
70% of global CEOs believe India as the sub region from Asia having greatest impact on IB practices CEOs worldwide believe in India?s ability to achieve global leadership standards earlier than China?s Currently Indian firms being pressed to analyze leadership talent they have and ways of closing the gap. To name few Indian Global leaders ? Vikram Pandit – Head of Citibank ? Rajat Gupta – MD of Mckinsey ? Vinod Khosala - one of the most successful venture capitalists in the world ? Narayan Murthy - a global citizen and visionary
?
?
?
?
Scale wise – Amazing scaling in Indian BPO sector. Adaptability – better to integrate into the specific organization as well as culture.
?
?
As a rule of thumb, NRIs who have been away for five to six years are typically more successful at making the transition both professionally and personally. Those who have been away longer generally face significant professional challenges as they are not used to hierarchical decision making.
?
?
Why to check – Because what works in India doesn?t necessarily work outside of India – either in terms of professional work ethos, or leadership styles. As per Korn/Ferry and IMA survey, Indian leaders are still – More task focused Action oriented Less participative/social than their North American counterpart
?
? ? ?
?
?
But research shows that 50% of the best leaders? success is based on their “leadership styles” and “behavioral competencies” and not from their technical skills, experience, or market knowledge alone. Need to clearly define parameters to benchmark and evaluate Indian leaders on most essential and appropriate leadership characteristics required for any given role.
?
?
Indian executives working in BPO segment haven?t really seen scale on the order of their counterparts (and competitors) elsewhere. Imagine issue of scale largest Indian BPO: largest Indian BPO with 30,000+ employee , 10+ geographies with < $1billion revenue. Global BPO with more than $3 billion revenue.
?
?
Example: Rejection of two extremely successful Indian BPO heads.
At least two-to-three NRI or PIOs reaching out to executive recruiting firms every month looking to return to India with different reasons – 1. Reconnecting with roots 2. Giving back to Indian society 3. Indian marketplace – a great career challenge
? ?
But not all have relevant skills and experience. Not assessed in terms of how they process information and relate to people.
?
?
Right selection is a must for both Global Indian company as well as MNCs.
?
Ability to integrate into the specific organization and Indian business culture can be good criteria.
Time of assessing NRI is important: ? Should be done before they join rather than after.
?
?
Rule of Thumb ? NRIs away for 5 to 6 years – typically successful. ? NRIs away for longer face more challenges.
Reasoning for rule of thumb: ? Second ones are not used to hierarchical decision making. ? Unaware of “don?t know when to say „no? to their boss” culture. ? Unaware of dealing with “promoter-led companies.”
?
?
?
?
?
?
?
General perspective – Only Foreign companies acquire Indian companies – A myth. Indian companies acquired 144 US companies from 2007-09. Tata Chemicals, Wipro and Reliance Communications some Indian companies that bailed out U.S. companies from the Bankruptcy. WNS announced acquiring Aviva?s BPO back-office operations in India for $250million+. HCL BPO announced buying out the financial outsourcing operations of a company in the U.K. All these companies are running successfully post M&A.
?
Oracle acquired BEA systems – undergoing cluster clash and merger mismanagement. Difference in the culture of Oracle (software company) and BEA (infrastructure firm). Top management totally changed post merger. High level of employee dissatisfaction. M&A requires seamless integration of different cultures and appropriate leader for consolidated company – a must for successful merger.
?
?
?
?
?
Top management is generally from the acquiring company and not from the acquired company. Mainly loyalist from the acquiring company are taken up in those roles. Very rare that the leadership of the acquired company is ever benchmarked against the acquiring company?s top executives. A need to do a talent audit of the top management teams to benchmark the target company?s leadership team against the acquirer?s to evaluate the better leader to run the new organization.
?
?
?
?
A ceiling based on attitudinal or organizational bias in the work force that prevents minorities & women from advancing to leadership positions. Many Indian companies prefer to have their long-time loyalists drive their ventures into new geographies. There are also many who have hired “foreign” leaders to oversee operations in geographies where the need for fluency in the local language or tremendous cultural adaptability is immense, for example, in China.
?
?
?
Orthodox View on Leadership To move to top management roles, it is necessary to have been in the company for over 20 years!
?
?
Without properly evaluating the senior Indian exec?s ability to work across cultures and inspire others to drive innovation – the potential for failure is very high. Nepotism is practiced for the top management for majority of the Indian Companies.
?
?
Leadership and behavioural competencies are required of their management team depending on their businesses and market needs at different times. The reality is that the kind of leadership talent required at any given time is actually a moving target.
?
?
“Past performance” is no guarantee of “future success”. It is important therefore to know exactly what competencies you want based on your organization?s culture and market positioning at any given point of time. Forecasting Leadership talent?
?
?
?
Size & Maturity level of the company
?
Companies need for innovators.
Need for entrepreneurship skills for enhanced growth.
?
?
Turnaround Strategist.
Accessing the future potentials.
?
?
We calculate the CAGR (Compound Annual Growth Rate), rather we should also focus on the future talent – accessing the learning agility
?
specific „competencies? ahead of „loyalty? E.g. M&A?s top management recruitment. On the basis of people skills and emotional intelligence To attract, retain, develop and reward the very best people. Focusing on the future challenges rather than only on past performance. Keeping in mind the dynamic business environment.
?
?
?
?
doc_582473908.pptx
The presentation that evaluates indian leadership on global scale.
“The ability to influence a group toward the achievement of a vision or set of goals”.
? ?
Today execution becoming the secret to making ordinary companies extraordinary. True leadership capital becoming even more important than tangible assets such as real estate. Today leaders are needed to
? Challenge the status quo. ? To create visions of the future. ? And to inspire organizational members to want to achieve the visions.
?
?
?
70% of global CEOs believe India as the sub region from Asia having greatest impact on IB practices CEOs worldwide believe in India?s ability to achieve global leadership standards earlier than China?s Currently Indian firms being pressed to analyze leadership talent they have and ways of closing the gap. To name few Indian Global leaders ? Vikram Pandit – Head of Citibank ? Rajat Gupta – MD of Mckinsey ? Vinod Khosala - one of the most successful venture capitalists in the world ? Narayan Murthy - a global citizen and visionary
?
?
?
?
Scale wise – Amazing scaling in Indian BPO sector. Adaptability – better to integrate into the specific organization as well as culture.
?
?
As a rule of thumb, NRIs who have been away for five to six years are typically more successful at making the transition both professionally and personally. Those who have been away longer generally face significant professional challenges as they are not used to hierarchical decision making.
?
?
Why to check – Because what works in India doesn?t necessarily work outside of India – either in terms of professional work ethos, or leadership styles. As per Korn/Ferry and IMA survey, Indian leaders are still – More task focused Action oriented Less participative/social than their North American counterpart
?
? ? ?
?
?
But research shows that 50% of the best leaders? success is based on their “leadership styles” and “behavioral competencies” and not from their technical skills, experience, or market knowledge alone. Need to clearly define parameters to benchmark and evaluate Indian leaders on most essential and appropriate leadership characteristics required for any given role.
?
?
Indian executives working in BPO segment haven?t really seen scale on the order of their counterparts (and competitors) elsewhere. Imagine issue of scale largest Indian BPO: largest Indian BPO with 30,000+ employee , 10+ geographies with < $1billion revenue. Global BPO with more than $3 billion revenue.
?
?
Example: Rejection of two extremely successful Indian BPO heads.
At least two-to-three NRI or PIOs reaching out to executive recruiting firms every month looking to return to India with different reasons – 1. Reconnecting with roots 2. Giving back to Indian society 3. Indian marketplace – a great career challenge
? ?
But not all have relevant skills and experience. Not assessed in terms of how they process information and relate to people.
?
?
Right selection is a must for both Global Indian company as well as MNCs.
?
Ability to integrate into the specific organization and Indian business culture can be good criteria.
Time of assessing NRI is important: ? Should be done before they join rather than after.
?
?
Rule of Thumb ? NRIs away for 5 to 6 years – typically successful. ? NRIs away for longer face more challenges.
Reasoning for rule of thumb: ? Second ones are not used to hierarchical decision making. ? Unaware of “don?t know when to say „no? to their boss” culture. ? Unaware of dealing with “promoter-led companies.”
?
?
?
?
?
?
?
General perspective – Only Foreign companies acquire Indian companies – A myth. Indian companies acquired 144 US companies from 2007-09. Tata Chemicals, Wipro and Reliance Communications some Indian companies that bailed out U.S. companies from the Bankruptcy. WNS announced acquiring Aviva?s BPO back-office operations in India for $250million+. HCL BPO announced buying out the financial outsourcing operations of a company in the U.K. All these companies are running successfully post M&A.
?
Oracle acquired BEA systems – undergoing cluster clash and merger mismanagement. Difference in the culture of Oracle (software company) and BEA (infrastructure firm). Top management totally changed post merger. High level of employee dissatisfaction. M&A requires seamless integration of different cultures and appropriate leader for consolidated company – a must for successful merger.
?
?
?
?
?
Top management is generally from the acquiring company and not from the acquired company. Mainly loyalist from the acquiring company are taken up in those roles. Very rare that the leadership of the acquired company is ever benchmarked against the acquiring company?s top executives. A need to do a talent audit of the top management teams to benchmark the target company?s leadership team against the acquirer?s to evaluate the better leader to run the new organization.
?
?
?
?
A ceiling based on attitudinal or organizational bias in the work force that prevents minorities & women from advancing to leadership positions. Many Indian companies prefer to have their long-time loyalists drive their ventures into new geographies. There are also many who have hired “foreign” leaders to oversee operations in geographies where the need for fluency in the local language or tremendous cultural adaptability is immense, for example, in China.
?
?
?
Orthodox View on Leadership To move to top management roles, it is necessary to have been in the company for over 20 years!
?
?
Without properly evaluating the senior Indian exec?s ability to work across cultures and inspire others to drive innovation – the potential for failure is very high. Nepotism is practiced for the top management for majority of the Indian Companies.
?
?
Leadership and behavioural competencies are required of their management team depending on their businesses and market needs at different times. The reality is that the kind of leadership talent required at any given time is actually a moving target.
?
?
“Past performance” is no guarantee of “future success”. It is important therefore to know exactly what competencies you want based on your organization?s culture and market positioning at any given point of time. Forecasting Leadership talent?
?
?
?
Size & Maturity level of the company
?
Companies need for innovators.
Need for entrepreneurship skills for enhanced growth.
?
?
Turnaround Strategist.
Accessing the future potentials.
?
?
We calculate the CAGR (Compound Annual Growth Rate), rather we should also focus on the future talent – accessing the learning agility
?
specific „competencies? ahead of „loyalty? E.g. M&A?s top management recruitment. On the basis of people skills and emotional intelligence To attract, retain, develop and reward the very best people. Focusing on the future challenges rather than only on past performance. Keeping in mind the dynamic business environment.
?
?
?
?
doc_582473908.pptx