UNIT LEVEL PC CONVENTION 2015 NTPC DADRI

WELCOME

The challenges faced by Organizations in this rapid changing

Business Environment.

This is the era of the

DEVELOPING LEADERSHIP IN NEW NORMAL

PRESENTED BY: MANAGEMENT PROFESSIONAL CIRCLE

NIKESH KUMAR, Manager. (HR) GEETIKA SIKRI, Dy. Manager. (HR)

ATUL PRAKASH PURTI, Dy. Manager. (HR) KAMNA SHARMA , Dy. Manager. (HR)

MPC MANAGEMENT PROFESSIONAL CIRCLE

• Formed in 2008

• Consisting of all executives of the HR Department

• Achievements: – Runners-up in the NCR Regional PC Convention 2010-

11 held at Badarpur & 2011-12 held at Faridabad

– Subsequently participated in the National PC Convention 2010-11 held at PMI, Noida

– Members of the PC came first in the NTPC level Q4E (Quest for Excellence) competition and subsequently Runners-up in the Power Sector Q4E Competition

V U C A

The “New Normal”

The nature and dynamics of change, and the nature and

speed of change forces and change catalysts.

V=VOLATILITY

The lack of predictability, the

prospects for surprise, and the

sense of awareness and understanding

of issues and events.

U=UNCERTAINTY

C=COMPLEXITY

Numerous and difficult to

understand causes and mitigating

factors

A=AMBIGUITY

The haziness of reality, inability to accurately conceptualise threats

and opportunities before they become

lethal

Term coined by US Military in late 90’s for post cold war world.

“Relates to how people view the conditions under which they make decisions, plan forward, manage risks, foster change and solve problems.”

Reflects a fast-paced, increasingly unstable and rapidly changing world.

…The New Normal!

Genesis

POWER INDUSTRY SCENARIO

Political Analysis

Electricity in Concurrent List.

Low collection of revenue.

Skewed retail tariff.

Economic Analysis:

DISCOM’s becoming Bankrupt

Cost plus mechanism : Single Buyer, Single seller

CERC (Deviation Settlement Regulations) 2014- effective from 17.02.2014

Social Analysis

Land Acquisition

The most common social risks are v Landlessness v Joblessness v Homelessness v Food insecurity v Poor health level v Loss of assets

Technological Analysis

UMPP

Energy generation

through Renewable Resources

Mechanization of Physical Activities

Environmental Analysis

Emission of SO2, NO2, and Black carbon

Water pollution

Noise pollution

Biological environment

Legal and Regulatory Framework

Electricity Act, 2003

CERC Norms

Pollution Norms

Land Acquisition Act

VUCA- NEED OF THE HOUR IN POWER SECTOR PSU’s

Sector wise Growth of Generation Capacity (MW) 2000-01 to 2012-13

Where do we stand ?

NTPC in VUCA Environment •Tariff Regulations •Fuel Crisis •Cheaper Power of Private Players •Delay in Project Implementation •Consumer’s Paying Capacity •High dependence on OEM’s •Indigenous v/s Imported Fuel Consumption

•Low Schedule •Stricter Emission Norms •Reducing Cost of Production •Political Forces •High Non-moving Inventories •Lack of Skilled Manpower

Organization wide readiness for VUCA

Problem

Volatility

Uncertainty

Complexity

Ambiguous

Antidote

Vision

Understanding

Clarity

Agile

Under Assessment Centre Under PMS Under VUCA

Strategic Orientation Decision Making Maker Instinct

Business Acumen Business Attitude Clarity

Inspiring & Leading Leadership Dilemma Flipping

Building an effective team Analytical Immersive Learning Ability

Champions Change Learning Bio empathy

Drive for Results Team Player Constructive Depolarising

Sound Judgement & decision making

Vision/ Strategic Thinking Quite Transparency

Building Organisational Capability

Interpersonal Skills Rapid Prototyping

Interpersonal Skills Adaptability Smart Mob Organising

Effective Communication Quality Counciousness Common’s Creating

Leveraging networks

Leadership Competencies

New Mindset: “Leadership Supply”

Develop individual leaders Develop the leadership bench with disproportionate

focus on “pivotal roles”

Develop from within OR recruit from outside

Develop AND deploy from within.

Position-based succession planning Role-based readiness planning.

One-size-fits-all development programs Customized accountability-based learning processes

that disrupt, develop, assess.

360 competency assessment Outside-in and inside-out assessment of attributes,

skills, experiences and brand leadership

Focus on weaknesses Find the right “fit”, leverage strengths, correct fatal

flaws, compensate for weaknesses

Measure satisfaction with development programs

Measure leadership behavior in the eyes of followers + results vs. competitors

“Best in company” vs. internal peers “Best in class” vs. external benchmarks

Developing the Leadership Bench A New Mindset is Required

Old Mindset: “Leadership Development”

Followership

•To provide supply of leadership , we need to develop Followership.

• Leaders have to see that they adopt GTY.

• Followership is reciprocal social process of leadership.

• Success and failures of teams is not only dependant on how well a leader can lead, but also on how well the followers can follow.

Casting & Deployment “Deploy the right person

in the right role

at the right time”

Learning & Development “Stretch, motivate, and

grow key players”

1. Identify Future Business Requirements

Strategic Plans – Key Performance & Opportunity Gaps

2. Assess Current Bench Strength

Organization & Individual Assessment (Inside-out and Outside-In)

3.

Determine Leadership Supply

Channel Strategy

Hiring/ Training Hire people with the said traits

“Train the Leadership talent

With the above traits”

Readiness Planning “Identify and prepare internal

talent with ‘next generation’

potential”

Developing the Leadership Bench

Hiring Training

• From recruiting

engineers/professional

s to Managers.

• Assessment of

Business aptitude.

• Through case study,

simulation games etc.

• To include sessions for

sharing Strategic

endeavour of company.

• To include techniques for

faster learning

(gamification, etc ).

• To focus on holistic

development of

executives.

Culture • Acceptance of

Difference of Opinions

• Innovative/Informal

Culture

• Risk taking

• Sharing of Failures

• Fire Lighter Passion

Combating Leadership Challenges

• Requires accelerated decision making • Changes - large scale, sudden, need urgent response. • Challenge is to learn to respond and manage change more effectively. • To shift from reacting to a more proactive response to change. • Command and control structures fail in fast changing and disruptive environments.

VOLATILITY

Communicate Early. Ensure your intent is Understood. Think about tomorrows risks before they happen Continually assess risks, look for Black Swan event Improve ‘sensing’ skills Understand the butterfly effect

VISION

Combating Leadership Challenges

Difficult to get a handle on actual happening. Leaders acting on insufficient information. Relying on past solutions Too much information noise, not enough signal. Difficulty in “connecting the dots” to understand the outcomes of an event

UNCERTAINTY

UNDERSTANDING

Get a fresh perspective Glance back, Go ahead Flip dilemmas over and find the hidden opportunities. Nurture the ability to turn hopelessness into hope. Constructive engagement during periods of conflict Enhance the skills to build trust, communicate, and collaborate Explore the Self

Combating Leadership Challenges

Leader to address the web of interrelated issues. Where to start to drive change? Temptation to act on short-term solutions and over rely on quick wins. Mitigating actions do not address the root cause only the symptoms The danger of getting stuck in analysis paralysis and end up acting too late.

COMPLEXITY

Stop seeking permanent Solutions Harvest and apply the clarity lessons from your past. Use visualization to create the vibe of clarity. Crystallize Goals, and review them daily. Explore and experiment. Look first at the big picture & center focus on the important Prioritize the work first

CLARITY

Combating Leadership Challenges

AMBIGUITY

High risk of miss-interpreting events. Far removed from the source and context of the events. Act on limited understanding of events and their meaning

AGILITY

Think Divergently - able to see more than one issue, solution or situation Coordinate people to bring about the purposeful business or change. Smart mob can help leaders in making good decisions in more open setting. Be able to proactively respond to change. See ambiguity as a ‘ choose you adventure opportunity’ See around corners & expect the unexpected Is not adverse to ’starting over again’ with a fresh perspective

a) Developed Personal Learning Plan b) Provided Action Learning assignments c) Promoted Relationship Building with Peers d) Demonstrated power of Action Learning as a Model e) Encouraged Business Acumen beyond functional area

Case Study: Mc Donald’s

Adopted VUCA's Prime principles in leadership development program for

high-potential regional manager candidates.

Lenovo

• Second largest PC makers of the world

•Acquired IBM’s PC business 9 yrs back

•Witnessed VUCA times with hyper competition, political turmoil to grow into a US $ 30 billion company

• Achieved growth with VUCA leadership, thereby out placing the growth of overall PC industry for 14 consecutive quarters

• Navigating in the VUCA world through :

• Rotating leaders every 3 yrs

•ABC of Leadership- VUCA

• 5 P values

• Protect and attack strategy

Execution •Target Group – E7 & Above •Competency Mapping against VUCA Competencies •Gap Analysis •Time bound periodic competency development plan to be developed •Development Module on regular/ periodic basis through – -Virtual simulations -Assessment Centres -Planned Interventions • GTY Index – in KPA •Dedicated Group of HRD employees who monitor the competency development of this group of employees as per VUCA Model •Special Task Force/ Projects to be completed in time bound manner

• Scenario Planning frequently – to develop muscle memory • Simulation Exercises – Class room role plays • Stories/ Experience sharing through mail/ online • Failure/ Success & Rapid Incidence-Solution sharing • Strategic Endeavour sharing • International / National Industry Best Practices sharing – Within

Industry/ Outside Industry • Examples/ Stories from Historical/ Religious Books to be shared

•Guru Shishya - Knowledge sharing in a new way – Experience sharing by senior people to one of their subordinates to capture the tacit knowledge, presentation to be made in SMC, compilation to be printed every year

•Reverse Mentoring

•Situational Mentoring

•Core value champions- New champions every year

•Learning café - Mela, with various stalls, each with one objective for obtaining ideas, on one area with displayed charts for jotting down ideas

Initiatives taken at NTPC Dadri

Leadership in VUCA World

Speech by Mr. Harish Manwani, Chairman, HUL at the AGM.

Bibliography

• Leadership in VUCA World – Mr. Harish Manwani, Chairman, HUL

• Strategies for VUCA World – Mint, 05th Nov 2013.

• What VUCA really means for You- HBR, Jan-Feb 2014.

• Developing Leaders in VUCA Environment- Kirk Lawrence, UNC Executive Development.

• Leaders make the future- Bob Johnason

• Srimad Bhagwad Gita

• cea.nic.in

• Google.com

• Slideshare.com

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