Green Shoots: Preparing Leadership in Asia for Recovery and Growth
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Green Shoots: Preparing Leadership in Asia for Recovery and Growth

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What worked well for most Asian organizations prior to the global economic crisis will not necessarily work again, especially in the areas of employee retention and motivation. Priority needs to be ...

What worked well for most Asian organizations prior to the global economic crisis will not necessarily work again, especially in the areas of employee retention and motivation. Priority needs to be given to a reassessment of mission-critical capabilities for key talent and leaders, as well as a fundamental shift from succession planning to succession mapping. Join Indranil Roy and David Everhart as they share their perspectives on Asian and global organizational leadership and strategy for succeeding in today's economy. They will give the "Next 100 Days Agenda" for senior leaders to help them sustain the momentum that fuels the rapid growth of corporations in Asian markets.

David Everhart, Global Leader, Enterprise Learning, Korn/Ferry

Indranil Roy, Managing Director, Asia Pacific, Leadership and Talent Consulting, Korn/Ferry International

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Green Shoots: Preparing Leadership in Asia for Recovery and Growth Green Shoots: Preparing Leadership in Asia for Recovery and Growth Presentation Transcript

  • Green Shoots: Preparing Leadership in Asia for Recovery and Growth Korn/Ferry Leadership and Talent Consulting David Everhart, Global Leader, Enterprise Learning Indranil Roy, Managing Director Asia-Pacific 20 April 2010
  • Main Points We Will Cover Asia is on a recovery path The leadership vacuum in Asia Leadership Styles in Asia are not the same as the West The challenge ahead for global CLOs in Asia 2 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • Asia is on a path to recovery Green shoots are appearing across the region, predicting a quick return to pre-crisis growth Global GDP growth rates (%), 2006-2015 Consensus estimates Source: IMF, Allianz Economic Research 3 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED View slide
  • Growth is inevitable in Asia, but the U.S remains formidable US
 China
 India
 World’s
most
reputed
companies1
(Top
100)
 51
 6
 11
 Compe>>ve
Index
Ranking2
 1
 17
 29
 The
Most
Innova>ve
Companies3
(Top
50)
 25
 1
 3
 Prosperity
Index
Rank4
 9
 75
 47
 Interna>onal
Patent
Filings5
 53,521
 6089
 766
 World’s
Top
100
Brands6
 48
 3
 0
 Source: 1 Reputation Institute, 2008 2 IMD World Competitive Index, 2008 3 Business Week, 2009 4 Legatum Prosperity Index, 2009 5 World Intellectual Propoerty Organization, 2008 6 Millward Brown, 2008 4 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED View slide
  • The talent challenge is extreme: Words from our clients about Asian talent pools “We have highly skilled technical leadership, but people skills are underdeveloped” Global technology major “Our managers tend to struggle in cross-cultural environments … expats struggle in the Asian context, while Asians struggle in managing globally” Global consumer company “Asian managers are less inclined to take on tough international assignments as opportunities in Asia become more attractive” Global electronics company “It is challenging to replace the expats in the management team as the local talent pool is not ready to operate in the global environment” Global services company 5 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • The leadership vacuum in Asia for next generation Executives Shortage of local talent, but managing through expats Senior Executives The leadership vacuum Executive Bench (next gen execs) Training in managerial skills to build a fairly strong managerial Managers pool Skills challenge Fairly deep and robust technical Retention challenge Individual Contributors talent pool available 6 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • Effective Leadership across cultures Indian and Chinese Executive Leadership Styles Compared with North Americans Indian and Chinese senior leaders show a more task-focused, more 7.0 hierarchical, more socially distant style compared with successful North American executives 6.0 5.0 4.0 3.0 2.0 1.0 Task Focused Social Intellectual Participative North American C-Level Executive (best-in-class) India C-Level Executive (n=99) China C-Level Executive (n=100) Source: Korn/Ferry’s research using Decision Styles assessment 7 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • The executive acceleration challenge Deals primarily with changing mindset, not skills LOCAL EXECUTIVE MANAGER BENCH In a high growth environment like Asia, this transition must happen in 5 years or less, or 3-5 times faster than developed markets 8 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • Building executive bench is a complex challenge: Companies need an integrated, multi-pronged approach Hiring locals Hiring returnees Internal moves (non expat positions) Accelerated development of hi-po managers Rotating senior local leaders through international assignments 9 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • Retention of High-Potentials in Emerging Asia: Four Key Elements 1.  Development: –  I must see an organizational commitment –  I must feel I am growing every year 2.  Mentoring/Coaching by a Competent Boss –  I can and do learn from my boss –  My boss and others support but also challenge me 3.  Clear Career Plan –  I must be able to see the next 2-3 years –  I should know the possibilities 10 years from now 4.  Compensation: must be at or above market 10 10 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • Getting to understand the Asian CEO agenda •  Identify opportunities to gain share of market •  Get post-crisis ‘messages’ out quickly and consistently •  Galvanize the leadership team for recovery •  Spot key talent and accelerate their development •  Source the best talent (top-grading) Source: Green Shoots, Red Impact, Korn/Ferry Whitepaper, 2009 11 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • From CLO to CCO (Chief Capability Officer) for Asia-Pacific? •  It is not possible to rely solely on internal development to meet leadership needs in APAC markets that grow 20% - 50+% per year •  CLOs must broaden their view beyond Learning and be closely aligned with talent acquisition •  Learning organizations should work to inform hiring functions on needed competencies •  Companies should proactively map the talent market for mission-critical roles and functions •  CLOs must proactively manage “strategic urgency”: the organizational tension between global talent strategy and the immediate needs in APAC 12 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED
  • ©COPYRIGHT 2010 Korn/Ferry International. ALL RIGHTS RESERVED. 13 13 © Copyright 2010 Korn/Ferry International. ALL RIGHTS RESERVED