<ul><li>WELCOME </li></ul>
Where do we go ? <ul><li>And… </li></ul><ul><li>Six Certainties for CEOs </li></ul>
Where do we go ? <ul><li>Deeper into MBA segment </li></ul><ul><li>MBA ‘stranglehold’  </li></ul><ul><ul><li>Needs more in...
Where do we go ? <ul><li>Foothold in the school segment </li></ul><ul><li>CL 8-12 taking shape </li></ul><ul><ul><li>Delhi...
Where do we go ? <ul><li>Out of the box  </li></ul><ul><ul><li>Mainstream education </li></ul></ul><ul><li>Schools / Colle...
Certainties <ul><li>Crazy : say the most </li></ul><ul><li>Ridicule : 60% of the rest </li></ul><ul><li>Indifferent : a fe...
Part II <ul><li>And… </li></ul><ul><li>Six Certainties for CEOs </li></ul>
In a world of uncertainties <ul><li>Benjamin Franklin (1789) : Taxes and Death </li></ul><ul><li>2005 : Biz environment ma...
One - Leading through Learning <ul><li>Leaders emphasise New learning </li></ul><ul><ul><li>Not what they already know </l...
Two - Raise Discomfort Levels <ul><li>Leaders promote discomfort </li></ul><ul><ul><li>‘ Comfort = False security’ </li></...
Three : Promote 85-15 Ratio <ul><li>Analogies between companies and species </li></ul><ul><li>Long surviving bird species ...
Four : Absolute Excellence, Not relative <ul><li>Chase your capability and perfection </li></ul><ul><ul><li>Not competitio...
Five : Politics and Scrutiny <ul><li>Need to open door to more constituencies </li></ul><ul><ul><li>Govt, Legal, Media, So...
Six : Desirability of change <ul><li>A leaders vision = Imperfect moving target </li></ul><ul><ul><li>And it should be!! <...
<ul><li>Thank You </li></ul>
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abc-04-birds

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abc-04-birds

  1. 1. <ul><li>WELCOME </li></ul>
  2. 2. Where do we go ? <ul><li>And… </li></ul><ul><li>Six Certainties for CEOs </li></ul>
  3. 3. Where do we go ? <ul><li>Deeper into MBA segment </li></ul><ul><li>MBA ‘stranglehold’ </li></ul><ul><ul><li>Needs more innovations </li></ul></ul><ul><ul><li>Be aware of segmentation taking shape </li></ul></ul><ul><li>Geographical </li></ul><ul><li>‘Screw-driver’ academic solution </li></ul><ul><ul><li>Needs R & D investment </li></ul></ul><ul><ul><li>To make a 100 student city viable </li></ul></ul><ul><li>MBA broadband time has come…..jump!! </li></ul>
  4. 4. Where do we go ? <ul><li>Foothold in the school segment </li></ul><ul><li>CL 8-12 taking shape </li></ul><ul><ul><li>Delhi/Mumbai/Dubai : 6000 students </li></ul></ul><ul><ul><li>Distinct infra / identity / people : Focus </li></ul></ul><ul><li>IITJEE / Law : Foothold to significant player </li></ul><ul><li>Idea : You can run the IITJEE </li></ul><ul><ul><li>When you and SS decide </li></ul></ul>
  5. 5. Where do we go ? <ul><li>Out of the box </li></ul><ul><ul><li>Mainstream education </li></ul></ul><ul><li>Schools / Colleges </li></ul><ul><ul><li>Investing time </li></ul></ul><ul><ul><li>Birds story (later) </li></ul></ul><ul><li>E-Tutoring </li></ul><ul><ul><li>Will become a reality in your market in 24 months </li></ul></ul>
  6. 6. Certainties <ul><li>Crazy : say the most </li></ul><ul><li>Ridicule : 60% of the rest </li></ul><ul><li>Indifferent : a few </li></ul><ul><li>Support : A couple…… </li></ul><ul><li>However, we need to move on…. </li></ul><ul><li>The rest will wake a few years later. </li></ul><ul><li>We will succeed if we listen to the HBR story…. </li></ul>
  7. 7. Part II <ul><li>And… </li></ul><ul><li>Six Certainties for CEOs </li></ul>
  8. 8. In a world of uncertainties <ul><li>Benjamin Franklin (1789) : Taxes and Death </li></ul><ul><li>2005 : Biz environment makes those less certain </li></ul><ul><li>CEOs must find new certainties </li></ul><ul><ul><li>Skills and Capabilities </li></ul></ul><ul><li>Six skills you and I must build on…. </li></ul>
  9. 9. One - Leading through Learning <ul><li>Leaders emphasise New learning </li></ul><ul><ul><li>Not what they already know </li></ul></ul><ul><li>More powerful role models when they are seen learning (walk) </li></ul><ul><ul><li>Not when they are teaching (talk) </li></ul></ul><ul><li>Throw new organisational learning challenges </li></ul><ul><ul><li>Xerox (Quality), Motorola ( Parti. Mgmt), Corning (Biz partners) </li></ul></ul><ul><li>Can you learn to run a non-MBA edu biz ? </li></ul>
  10. 10. Two - Raise Discomfort Levels <ul><li>Leaders promote discomfort </li></ul><ul><ul><li>‘ Comfort = False security’ </li></ul></ul><ul><li>Self Infatuation, Past successes, elegant mission statements – A Liability </li></ul><ul><ul><li>Mentor Graphics </li></ul></ul><ul><li>Leaders create ‘directed’ entropy… </li></ul><ul><ul><li>Challenging work place </li></ul></ul><ul><ul><li>Emotional peaks and valleys </li></ul></ul><ul><li>Can you deal with the discomfort of ‘techedu’? </li></ul>
  11. 11. Three : Promote 85-15 Ratio <ul><li>Analogies between companies and species </li></ul><ul><li>Long surviving bird species </li></ul><ul><ul><li>Search for next pasture (15 venture out) </li></ul></ul><ul><ul><li>85 : Present harvest </li></ul></ul><ul><li>Communicate Well and in advance </li></ul><ul><ul><li>Deer (Danger) / Migrating Baffalo (Crocodile) </li></ul></ul><ul><li>Who is doing ’15-role’ for you ? </li></ul><ul><ul><li>I am doing for CL : GP/SS/You (85) </li></ul></ul>
  12. 12. Four : Absolute Excellence, Not relative <ul><li>Chase your capability and perfection </li></ul><ul><ul><li>Not competition / Not a regulator (Euro) </li></ul></ul><ul><li>No fear of failure or ridicule </li></ul><ul><ul><li>Airbus (Passenger aircraft) </li></ul></ul><ul><li>Recruit best people </li></ul><ul><ul><li>Not who can be managed </li></ul></ul><ul><li>Are you targeting innovation / Recruitment ? </li></ul><ul><ul><li>More true for elder statesmen </li></ul></ul>
  13. 13. Five : Politics and Scrutiny <ul><li>Need to open door to more constituencies </li></ul><ul><ul><li>Govt, Legal, Media, Society </li></ul></ul><ul><ul><li>Not just two adults consenting!! </li></ul></ul><ul><li>LCAT ? Baazi ? Reliance ? </li></ul><ul><li>Deregulation not = to Depoliticization </li></ul><ul><ul><li>Education : Govt – pvt partnerships to begin </li></ul></ul><ul><li>Scrutiny by the media inevitable ! </li></ul><ul><ul><li>Positive or negative </li></ul></ul><ul><ul><li>Proactive or Reactive </li></ul></ul><ul><ul><li>Infosys / CL </li></ul></ul>
  14. 14. Six : Desirability of change <ul><li>A leaders vision = Imperfect moving target </li></ul><ul><ul><li>And it should be!! </li></ul></ul><ul><ul><li>Core idealogy is the only unchanging part! </li></ul></ul><ul><li>To preserve the best of what a Co. can accomplish </li></ul><ul><ul><li>Leaders have to change with times </li></ul></ul><ul><li>That is the most certain </li></ul><ul><li>Are you driving the change ? </li></ul><ul><li>And, the CL leader must symbolise this attribute! </li></ul>
  15. 15. <ul><li>Thank You </li></ul>

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