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Super Corporate Leadership

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MY VIEWS ON SUPER CORPORATE LEADERSHIP
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SUPER CORPORATE LEADERSHIP 06/06/2022 1
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Page 1: Super Corporate Leadership

04/09/2023

1SUPER CORPORATE LEADERSHIP

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THE NEW WORLD

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Transformational LeadershipTransformational Leadership

Self Mastery

People Maste

ry

Enterprise M

astery

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

EN

TERPRIS

E M

ASTER

Y

ADMINISTRATIVE

COMMUNITY BUILDER

EMPOWERING

PERFORMER

ANALYTICAL

ENERGETIC

TRANSFORMED LEADERS

CREATIVEVISIONARY

SELF M

AS

TER

Y

PEO

PLE

M

ASTERY

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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

FinancialPerformance

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

PERIODOF TIME A BUSINESS HAS TO MEET THE

GROWTH RATE THE MANAGEMENTSETS 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 OrganizationManagementDevelopment

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?

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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-system

External environment

The Eco-Leader: ‘working across boundaries’

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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 20171Eastern 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 competitive3

1 China Population and Development Research Center2 Innovation in Emerging Markets, Deloitte Research, 20063 “HR Considerations For Entering The Asian Labor Market”, CLC, June 20054 “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 PRESERVINGCURRENT BUSINESS — AND HAVE

SIGNIFICANT INTELLECTUAL CAPACITY TO BEABLE 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

42

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THANK YOU FOR YOUR

“ATTENTION”

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

AVP-HR AND OPERATIONS

YOU CAN REACH ME AT:

[email protected]


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