Date post: | 25-May-2015 |
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Business |
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Leadership Pipeline
BySridharan Mahadevan
The Leadership Revisited………
Most Researched Topic
Enormous Money is being spent/
invested in LD
Research has taken us through a whole continuum but …still no end in sight
Approaches are different; yet there is a concurrence – Leadership matters
Leadership
Taking Decisions
Treading into areas
where others do not go Inspiring mentorConfidence to stand out
Courage
Charisma
Energize, Excite, Empower
Determination, InnovationCatalyst for change
IP Skill/Passion/Spontaneity
DEALING WITH AMBIGUITY
Story telling
Leadership Pipeline
A critical business process that provides organizations with a sustainable supply of quality leaders to meet the challenges of
today and tomorrow
Demand Exceeds Supply
Hiring from Business Schools at enviable salary and growing them over the years – overly aggressive
VsGrowing from within
Or Hybrid
It Depends
Demand Exceeds Supply
Leadership Pipeline
It is not about “knowing it all” but capacity to learn, change and evolve
It is not necessary to bring in stars to prime the leadership pump and unclog the pipeline
Are we willing/ready to grow our talent pool, fast enough to feed our business growth?
• Represents major mindset shifts in your leadership role
• Identifies the performance results and leadership competencies at each passage
• Defines the transition in the way leadership time is spent and the type of work valued
• May require letting go of what has made you successful in the past
Personal Leadership
Leading Multi Function
Leading the Enterprise (CEO)
Leading Managers
Leading Others
Leading Functions
Leading Businesses/Enterprise Functions
1
5
3
2
4
Leadership Pipeline
Demand Exceeds Supply
Leadership Skill requirements at different levels are significantly different (career crossroads)
Time Application : What they focus on and how they manage time
Values : Attitude towards managing the people they work with
Framework for changes during transition
Demand Exceeds Supply
Leadership Roles Transition
• Enterprise Leader•Group Leader•Business Leader• Functional Leader•Managing Managers•Managing Others•Manage Self
• Leadership & Statesmanship• Comprehensive enterprise• Business Managers• Functional strategies• Managers• Others• Personal effort
Getting Results Through
LEVELS FOCUS CHALLENGES
Leading the Enterprises Enterprise direction, individual/organization capability, and new value creation
Delivering enterprise level profitable growth year after year; building leadership talent
Leading Business /Enterprise functions
Business portfolio strategy Balance the whole portfolio, making investment and divestment decisions and maximizing the value of leverage and focus.
Leading Multi-functions Business strategy and delivering profit with capital efficiency.
Leading and optimizing the business; building an executive team.
Leading the function Business unit’s success and cross-functional decisions
Leading multiple products, programs and services across a function and cross functionally.
Leading Managers Strategy formulation for the Department and Execution
Integrating their results, and the executing product/program strategies.
Personal Leadership to Managing others
Work for Success of team and direct reports
Should be capable of getting the work done + continue individual contribution.
Leadership transition is objectified
Assessment of gap between desired and current levels
Continuous Measurement of Performance and Potential of the Organization
Gives a timeline to various placements
Helps in carving out Training/Event Calendar of the Organization
Reduces emotional stress to individual employees
Mission critical strategy for the Organizational
Success
Visible Advantages
CHAL
LENG
ES
Change and Uncertainties makes it difficult to assess Leadership requirements
Invariably weak bench strength
Talent Data insufficiency
Talent Management activities are disconnected
Failure to retain key leaders in key roles
Mindset articulation for different leadership skills difficult
Age profile and receptivity issues against the desired flexibility
Talent to oversee cross-cultural operations
Most Managers approach their new role from the perspective of the old roleDemand exceeds
Supply
Junior Mgt Middle Mgt Sr. Mgt.0%
20%
40%
60%
80%
100%
120%
40%50%
70%
30%20%
10%
30% 30%20%
Preserve
Let Go
Acquire