SUPER CORPORATE LEADERSHIP

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THE NEW WORLD

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Transformational LeadershipTransformational Leadership

Self Mastery

ConsciousnessExternal External

FocusFocus

Internal Internal

FocusFocus

Change Change

FocusFocus

Standardization Standardization

FocusFocus

Empowering

(Power without)

Energetic

(Power within)

Creative

Administrative

(Out of the box)

(In the box)

Analytical

(What is)

Visionary

(What can be)

Community

Builder

Performer

(Results through many)

(Results producer)

LEADERLEADER

MANAGER

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TRANSFORMATIONAL LEADERSHIP

ADMINISTRATIVE

COMMUNITY BUILDER

EMPOWERING

PERFORMER

ANALYTICAL

ENERGETIC

TRANSFORMED LEADERS

CREATIVEVISIONARY

SE

LF

MA

ST

ER

Y

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• Transformed by new technologies.

• Increasingly dominated by global organisations.

• Rapidly transforming under the impact of high levels of innovation.

• Highly competitive.

• Driven by knowledge development.

• Consuming resources at unsustainable levels.

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THE PROCESS OF INNOVATION

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TWO DIMENSIONS OF THE ORGANIZATION

STRUCTURE SPACE

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PILLARS FOR SUCCESS

Leadership

Investors

Market Opportunity

Vision

Execution

Products

Customers

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LEADING AN ORGANIZATION ALONG WITH ITS PEOPLE IS

VERY DIFFERENT FROM MANAGING IT. THEY ARE THE TWO

MOST ESSENTIAL INGREDIENTS STRINGING TOGETHER THE

FABRIC OF ANY ORGANIZATION. THE LEADER HAS TO LOOK

AHEAD OF CURRENT TIMES AND STEER THE

COMPANY/ORGANIZATION THROUGH ALL PHASES. HE/SHE IS

EXPECTED TO BE ENTERPRENEURIAL AND RISK-TAKING.

HENCE, AN ORGANIZATON EXPECTS ITS LEADERS TO PROVIDE

VISION, DIRECTION AND A WAY FORWARD. A LEADER LOOKS

AT THE ORGANIZATION AS A WHOLE AND WORKS FOR THE

BENEFIT OF THE COHESIVE GROUP.

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Employees Organization

• Conflicts of interest

• Secrecy and

confidentiality

• Honesty

• Hiring and firing

• Wages and working

conditions

• Privacy and respect

Subject to ethical ambiguities

• Advertising and promotions

• Ordering and purchasing

• Bargaining and negotiation

• Financial disclosure

• Shipping and solicitation

• Other business relationships

Economic Agents

• Customers

• Competitors

• Stockholders

• Suppliers

• Dealers

• Unions

Three basic areas of

concern for managerial

ethics are the

relationships of the firm

to the employee, the

employee to the firm,

and the firm to other

economic agents.

ACTORS:

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LEADERSHIP

Leadership Activity Management

Establishing direction and vision for the organization

Creating an agenda Planning and budgeting, allocating resources

Aligning people through communications and actions

that provide direction

Developing a human network for achieving the agenda

Organizing and staffing, structuring and monitoring

implementation

Motivating and inspiring by satisfying needs

Executing plans Controlling and problem solving

Produces useful change and new approaches to challenges

Outcomes Produces predictability and order and attains results

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Contemporary leadership development sits largely within the leader as

Therapist Discourse, i.e. HR departments identify hi-potential individuals,

and a process of psychometrics and leadership development programs

are used to increase an individuals leadership skills. Yet leadership is

not a technique to be learnt. Leaders are formed through multiple

experiences, and it is an organization’s task to create this formation

process; specific to its organizational needs. In these days of democracy

in the workplace, the power that comes with leadership is increasingly

becoming diffused, while traditional hierarchies are being undermined—

to a combination of ‘hard’ and ‘soft’ power, which I call ‘smart power’.

Leadership Formation:

Beyond Leadership Development

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SUCCESSFUL LEADERS WILL BE THE PEOPLE

WHO HAVE DEVELOPED THE SKILLS OF

THINKING AND ACTING ‘OUTSIDE THE BOX’,

WHO CAN CONFRONT AND CHALLENGE OLD

PATTERNS OF BEHAVIOR, AND SPEARHEAD

NEW INITIATIVES — AT ANY LEVEL IN THE

ORGANIZATION.

CORPORATE LEADERSHIP: BEYOND THE

OBVIOUS

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CorporateCulture

Resources

Financial

Performance

Products

Markets

Culture is a Key Building Block of Success

OperationalSystems

ManagementSystems

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Culture Management Process

Identify And Analyze Significant Gaps Between Desired Culture And Current

Culture

Identify the

Current Culture

Develop Culture

Management Plan

Communicate The “New” Culture, As Well As The Steps Being Taken To

Manage It

Monitor Implementation Of Desired Culture And Update/Refine The Culture

Management Plan

Define the Culture Needed to Support Long-Term Success (“Desired

Culture”)

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“JUST TALKING ABOUT INNOVATION

DOESN’T WORK. OVER A DEFINED PERIOD

OF TIME A BUSINESS HAS TO MEET THE

GROWTH RATE THE MANAGEMENT

SETS AND AN INNOVATION STRATEGY IS

NECESSARY FOR THIS-THE BAR FOR

TALENT SHOULD BE RAISED BY

CORPORATE ACHIEVER.”

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Pyramid of Organizational Development

Personnel:

• Hiring

• Compensation

Corporate Culture

Values Beliefs Norms

Management Systems

Planning OrganizationManagement

Development

Perf.Mgmt.

Operational Systems

Resources Management

Products & Services

Markets

Accounting:

• Billing• Payroll

Production:

•Shipping

Marketing:

• Selling

Financial

Resources

Technological and

Physical Resources

Human

Resources

Develop Products (Services)

Define Market Segments and Niche

Business Foundation

Business Definition Strategic Mission Core Strategy

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A BLUEPRINT FOR TRANSFORMATION (FROM Q. JONES, D. DUNPHY ET AL, IN GREAT COMPANY: UNLOCKING THE SECRETS OF CULTURAL

TRANSFORMATION, HUMAN SYNERGISTICS, SYDNEY, 2007, COPYRIGHT)

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SEVEN SECRETS TO BUILDING: EMPLOYEE LOYALTY

Set high expectations

Communicate constantly

Empower, Empower, Empower

Invest in their financial security

Recognize people as often as

possible

Counsel people on their career

Educate them

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HOW VALUE

IS

CREATED?

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HOW FAR CAN WE GO?1/24/2015

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Connectivity

Ethics

Leadership Spirit

The Eco-leadership discourse focuses on connectivity, inter-dependence, ethics and

leadership spirit. The aim is to create distributed leadership at local levels, encouraging

leadership from the edge and building networks that are responsive and adaptive to change.

Eco-leaders recognize that the workplace as interconnected eco-systems, and central control

is obsolete. Sustaining strong networks and building coalitions and collaborative

relationships are vital to success. New business models, new organizational forms and new

leadership are essential to work within the global, political advanced technical and turbulent

yet fragile environment we find ourselves. This new leadership assumption until recently is

was a marginalized voice but progressive business and political leaders are finally

embracing this discourse. It is not just about the environment but dealing with the internal

ecology of an organization as well.

Eco-leadership Discourse

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Internal organizational eco-system: creating thinking spaces, breaking silo culture, connecting and communicating, working with feedback loops to respond to change, creating an organizational architecture that enables distributed leadership thus creating an adaptive organization.

Eco-leaders also focus on the external environment: political and environmental trends, stakeholders, competitors, realizing the interdependence between their internal organizational ecosystem within a wider eco-system. This is no-longer considered an altruistic act, but vital for sustainable success.

Corporate social responsibility, sustainability and ethics, continuity and change, and leadership spirit are key attributes of eco-leadership.

Organizational

eco-systemExternal

environment

The Eco-Leader: ‘working across boundaries’

DEMOGRAPHIC SHIFTS IN THE WORKFORCE ARE REAL

…and there is a skills gap in developed countries…

U.S.

• The US Department of Education estimates

that 60% of all new jobs in the 21st century

will require skills that only 20% of the

workforce possess1

• US colleges and universities will graduate

only a fraction of the number of scientists and

engineers that will retire through 20181

Japan and South Korea

• Within 10 years, 26% of the Japanese

population will be over 65 years old 3

• By 2050, the percentage of the South

Korean’s over the age of 60 will jump to

41% of the population from 14% today, an

increase of more than 300% 4

Western Europe

• By 2050, 60% of the working age

population will be people over 602

• Germany has seen engineering

graduation rates decline by a third since

19952

1 Corporate Leadership Council, Managing the Workforce Planning Process, August 20042 Deloitte Research3 Corporate Leadership Council4 Hewitt International Report, October 2003

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DEMOGRAPHIC SHIFTS IN THE WORKFORCE ARE REAL

…while wage inflation and attrition in emerging markets is decreasing

their attractiveness as an alternative labor market…

China

• Only 50% of Asian executives believe the

supply of skilled labor is adequate

• Labor force will begin to decline by 20171

Eastern Europe

• Difficulty fielding critical talent due to cultural

assimilation into the business; limited

experience working in a multi-national

organization; inadequate people management

and communication skills4

India• Salaries for supervisory positions rose 20% in

2005 2

• Indian companies are increasingly focused on

developing employees to drive retention as the

war for talent grows increasingly competitive31 China Population and Development Research Center

2 Innovation in Emerging Markets, Deloitte Research, 2006

3 “HR Considerations For Entering The Asian Labor Market”, CLC, June 2005

4 “Resourcing in Eastern Europe”, Feb 2004, CLC

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HR IS GROWING IN IMPORTANCE, IF…

…we envision and manage HR as a business

Human Capital Strategy to Achievethe Enterprise Strategy

Dependable HR Controls

HighPerformance

Talent

HighPerformanceOrganization

CompetitiveHR

Services

Human Capital Strategy to Achievethe Enterprise Strategy

Dependable HR Controls

HighPerformance

Talent

HighPerformanceOrganization

CompetitiveHR

Services

Enterprise Strategyand Objectives

Financial Markets

Returns in excess of

alternatives

Financial Markets

Returns in excess of

alternatives

Public Policy and

Reputation

Conformity with

expectations

Public Policy and

Reputation

Conformity with

expectations

Talent Markets

Employer of choice –

Employees of choice

Talent Markets

Employer of choice –

Employees of choice

Consumer Markets

Value delivery better than

competitors

Consumer Markets

Value delivery better than

competitorsWhat Business

is HR In?

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❖ DEVELOP ORGANIZATIONAL VALUES THAT NOT ONLY SPEAK TO PROFIT GENERATION BUT ALSO

TO THE GROWTH, DEVELOPMENT, AND WELL BEING OF EMPLOYEES.

❖ CREATE AND IMPLEMENT CORPORATE WIDE BUSINESS METRICS THAT PROVIDES A CLEAR

SENSE OF WHAT NEEDS TO BE DONE.

❖ PROVIDE CLEAR AND CONSTANT TWO-WAY COMMUNICATION OF CORPORATE VALUES, VISION,

MISSION, AND CRITICAL SUCCESS FACTORS FOR THE PURPOSES OF UNDERSTANDING AND

CONTEXT. THE CORPORATION MUST ALSO LISTEN TO EMPLOYEES AND TAKE APPROPRIATE

ACTION. EFFECTIVE CORPORATE LEADERSHIP IS OPEN TO CRITICISM, SEEKS FEEDBACK, AND IS

ACCOUNTABLE FOR ITS ACTIONS.

❖ EMBRACE AND FOSTER CREATIVITY, INNOVATION AND LEARNING. AN ORGANIZATION’S ABILITY

TO LEARN IN TODAY’S MARKETPLACE IS PERHAPS ITS GREATEST STRATEGIC ADVANTAGE.

❖ CREATE AN ENVIRONMENT OF TRUST AND RESPECT.

❖ REMOVE REDUNDANT CORPORATE BUREAUCRACY.

❖ CREATE AND IMPLEMENT A SUCCESSION/CAREER PROGRESSION PLANNING PROGRAM THAT

CLEARLY ARTICULATES CORPORATE EXPECTATIONS AND CHARTS A COURSE FOR EMPLOYEE

DEVELOPMENT.

❖ CREATE SPACE FOR LEADERSHIP TO GROW.

COMMON SKILLS AND COMPETENCIES THEMES

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THE FUTURE OF AN ORGANIZATION IS DRIVEN BY ITS

LEADERSHIP. FURTHERMORE, TO MAKE AN ENDURING IMPACT,

LEADERSHIP EFFECTIVENESS NEEDS TO START AT THE TOP

AND PERCOLATE DOWN, BECOMING PART OF THE

ORGANIZATION'S CULTURE, INCLUDING STRUCTURES,

PROCESSES, AND SYSTEMS. TODAY, ONE OF THE BIGGEST

CHALLENGES CORPORATE LEADERS FACE IS BALANCING THE

NEED TO INCREASE SHAREHOLDER VALUE WHILE

SIMULTANEOUSLY PROVIDING A WORK ENVIRONMENT THAT

TRULY ENGAGES THE PASSION AND COMMITMENT OF ITS

EMPLOYEES.

BUILDING CORPORATE LEADERSHIP FOR THE FUTURE

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DIRECTION + DYNAMISM =

HARMONIOUS PROGRESS

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“TODAY’S CORPORATE LEADER … HAS TO BE

INNOVATIVE, INSPIRING, ENTREPRENEURIAL,

GLOBAL, INCLUSIVE AND THINK ABOUT NEW

STRATEGIES WHILE PRESERVING

CURRENT BUSINESS — AND HAVE SIGNIFICANT

INTELLECTUAL CAPACITY TO BE

ABLE TO DO ALL OF THIS AT ONCE.”

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MANAGE THE STRATEGY-CULTURE

RELATIONSHIP

Link to mission

Maximize synergy

Manage around the culture

Reformulate strategy or culture

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CORPORATE GOVERNANCE

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THANK YOU FOR

YOUR

“ATTENTION”

RAMBABU PENTYALAM.A.LITT(ENG.), M.B.A(HR, MKTG & SYS.MGMT)

AN ASQ-CERTIFIED SIX SIGMA BLACK BELT PROFESSIONAL

AVP-HR AND OPERATIONS

YOU CAN REACH ME AT:

rambabupentyala@gmail.com