Date post: | 31-Oct-2014 |
Category: |
Business |
Upload: | human-capital-media |
View: | 1,053 times |
Download: | 1 times |
Green Shoots: Preparing Leadership in Asia for Recovery and Growth Korn/Ferry Leadership and Talent Consulting
David Everhart, Global Leader, Enterprise Learning Indranil Roy, Managing Director Asia-Pacific 20 April 2010
2 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
Main Points We Will Cover
Asia is on a recovery path
The leadership vacuum in Asia
Leadership Styles in Asia are not the same as the West
The challenge ahead for global CLOs in Asia
3 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
Asia is on a path to recovery Green shoots are appearing across the region, predicting a quick return to pre-crisis growth
Global GDP growth rates (%), 2006-2015
Source: IMF, Allianz Economic Research
Consensus estimates
4 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
Growth is inevitable in Asia, but the U.S remains formidable
US China India
World’smostreputedcompanies1(Top100) 51 6 11
Compe>>veIndexRanking2 1 17 29
TheMostInnova>veCompanies3(Top50) 25 1 3
ProsperityIndexRank4 9 75 47
Interna>onalPatentFilings5 53,521 6089 766
World’sTop100Brands6 48 3 0
Source:
1 Reputation Institute, 2008 2 IMD World Competitive Index, 2008 3 Business Week, 2009 4 Legatum Prosperity Index, 2009 5 World Intellectual Propoerty Organization, 2008 6 Millward Brown, 2008
5 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
The talent challenge is extreme: Words from our clients about Asian talent pools
“We have highly skilled technical leadership, but people skills are underdeveloped” Global technology major
“Our managers tend to struggle in cross-cultural environments … expats struggle in the Asian context, while Asians struggle in managing globally” Global consumer company
“Asian managers are less inclined to take on tough international assignments as opportunities in Asia become more attractive” Global electronics company
“It is challenging to replace the expats in the management team as the local talent pool is not ready to operate in the global environment” Global services company
6 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
The leadership vacuum in Asia for next generation Executives
Shortage of local talent, but managing through expats
Fairly deep and robust technical talent pool available
Training in managerial skills to build a fairly strong managerial
pool
Senior Executives
Managers
Individual Contributors
Executive Bench (next gen execs) The leadership vacuum
Retention challenge
Skills challenge
7 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
Effective Leadership across cultures Indian and Chinese Executive Leadership Styles Compared with North Americans
1.0
2.0
3.0
4.0
5.0
6.0
7.0
Task Focused Social Intellectual Participative
North American C-Level Executive (best-in-class) India C-Level Executive (n=99)
Indian and Chinese senior leaders show a more task-focused, more hierarchical, more socially distant style compared with successful North American executives
Source: Korn/Ferry’s research using Decision Styles assessment
China C-Level Executive (n=100)
8 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
The executive acceleration challenge Deals primarily with changing mindset, not skills
LOCAL MANAGER
EXECUTIVE BENCH
In a high growth environment like
Asia, this transition must happen in 5
years or less, or 3-5 times faster than
developed markets
9 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
Building executive bench is a complex challenge: Companies need an integrated, multi-pronged approach
Hiring locals
Hiring returnees
Internal moves (non expat positions)
Accelerated development of hi-po managers
Rotating senior local leaders through international assignments
10 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
10
Retention of High-Potentials in Emerging Asia: Four Key Elements
1. Development: – I must see an organizational commitment – I must feel I am growing every year
2. Mentoring/Coaching by a Competent Boss – I can and do learn from my boss – My boss and others support but also challenge me
3. Clear Career Plan – I must be able to see the next 2-3 years – I should know the possibilities 10 years from now
4. Compensation: must be at or above market
11 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
Getting to understand the Asian CEO agenda
• Identify opportunities to gain share of market • Get post-crisis ‘messages’ out quickly and consistently • Galvanize the leadership team for recovery • Spot key talent and accelerate their development • Source the best talent (top-grading)
Source: Green Shoots, Red Impact, Korn/Ferry Whitepaper, 2009
12 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
From CLO to CCO (Chief Capability Officer) for Asia-Pacific? • It is not possible to rely solely on internal development to
meet leadership needs in APAC markets that grow 20% - 50+% per year
• CLOs must broaden their view beyond Learning and be closely aligned with talent acquisition
• Learning organizations should work to inform hiring functions on needed competencies
• Companies should proactively map the talent market for mission-critical roles and functions
• CLOs must proactively manage “strategic urgency”: the organizational tension between global talent strategy and the immediate needs in APAC
13 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
13 ©COPYRIGHT 2010 Korn/Ferry International. ALL RIGHTS RESERVED.