2. The Leadership Revisited………
Research has taken us through a whole continuum but …still no end in sight
Approaches are different; yet there is a concurrence – Leadership matters
4. Leadership Pipeline
A critical business process that provides
organizations with a sustainable supply of
quality leaders to meet the challenges of
today and tomorrow
5. Demand Exceeds Supply
Hiring from Business Schools at enviable
salary and growing them over the years –
overly aggressive
Vs
Growing from within
Or
Hybrid
It Depends
6. 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
Demand Exceeds Supply
Are we willing/ready to grow our talent
pool, fast enough to feed our business
growth?
7. Leadership Pipeline
• Represents major mindset
shifts in your leadership
role
4
• Identifies the performance
results and leadership
competencies at each
passage
3
2
• Defines the transition in the
way leadership time is
spent and the type of work
valued
1
• May require letting go of
what has made you
successful in the past
5
8. Framework for changes during transition
Leadership Skill requirements at different levels
are significantly different (career crossroads)
Time ApplicationDemand Exceeds Supply
: What they focus on and how
they manage time
Values : Attitude towards managing the people
they work with
10. LEVELS
FOCUS
CHALLENGES
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 crossfunctional 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.
Work for Success of team and
direct reports
Should be capable of getting the
work done + continue individual
contribution.
Leading the Enterprises
Personal Leadership to
Managing others
11. Visible Advantages
Mission critical strategy for the Organizational
Success
Leadership transition is objectified
Assessment of gap between desired and current levels
Continuous Measurement of Performance and Potential of the Organization
Helps in carving out Training/Event Calendar of the Organization
Reduces emotional stress to individual employees
Gives a timeline to various
placements
12. Change and Uncertainties makes it difficult to assess Leadership requirements
Most Managers approach their new role from the perspective of the old role
D
e
m
a
n
d
Age profile and receptivity issues against the desired flexibility
Talent to oversee cross-cultural operations
Mindset articulation for different leadership skills difficult
Failure to retain key leaders in key roles
e
x
c
e
e
d
s
S
u
p
p
l
y
Talent Management activities are disconnected
Talent Data insufficiency
Invariably weak bench strength
It’s pretty simple. If you don’t have any direct reports, you are at Personal Leadership. If you do have direct reports, you are at Leading Others. If your direct reports have direct reports, you are at Leading Managers.
