Leadership@IndiaIshtyle - a snapshot of how Organizations across India are building Leadership Bench
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Leadership@IndiaIshtyle - a snapshot of how Organizations across India are building Leadership Bench



A snapshot of Leadership Bench development efforts at some of India's leading companies.

A snapshot of Leadership Bench development efforts at some of India's leading companies.

Disclaimer: most of this stuff is based on secondary research and is a little dated!



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Leadership@IndiaIshtyle - a snapshot of how Organizations across India are building Leadership Bench Leadership@IndiaIshtyle - a snapshot of how Organizations across India are building Leadership Bench Presentation Transcript

  • LEADER COMPETENCIES & LEADER BUILDING PROCESSES If you are planning for one year, grow rice. If you are planning for 20 years, grow trees. If you are planning for centuries, grow people. Chinese Proverb
  • T.V. Rao Learning Systems Pvt. Ltd 1. THE INFY LEADERSHIP MODEL
  • 2. THE WIPRO MODEL 8 Wipro Leadership Qualities, based on Wipro Vision, Values and Business Strategy 1. Customer Orientation 2. Strategic Thinking 3. Self-Confidence 4. Commitment to Excellence 5. Willingness to Groom other Leaders 6. Ability to Work in Teams 7. Adaptability 8. Self-Initiative Others: • Ability to work in an unstructured environment • Comfortable in situations that are not crystal clear and where there is a level of ambiguity
  • PROCESS DETAILS: WIPRO LEADERSHIP LIFECYCLE PROGRAMS Life Cycle Stage Development Plan Training and development programs at various stages have been designed by mapping the competencies to specific roles. Competencies specify the specific success behaviors for every role. 1. Entry-level program (ELP) - The program covers junior management employees with the objective of developing managerial qualities in the employee. The target groups are campus hires and lateral hires at junior level. 2. New Leaders’ Program (NLP) - Popularly known as NLP, this program aims at developing potential people managers, who have taken such roles or are likely to get into those roles in the near future.
  • WIPRO LEADERSHIP LIFECYCLE PROGRAMS 3. Wipro Leaders’ Program (WLP) - This program is for middle level leaders with people, process, business development and project management responsibilities. These leaders are like the flag bearers of Wipro values and Wipro way of doing business. They not only walk the value talk but they also have a responsibility of assimilating new leaders within the Wipro culture. 4. Business Leaders’ Program (BLP) - This is for senior leaders with business responsibility. At this level, people are trained up for revenue generation and Profit & Loss responsibilities. The program covers commercial orientation, client relationship development, and team building and performance management responsibilities among other things. 5. Strategic Leaders’ Program (SLP) - This program covers top management employees. The focus is on Vision, Values, Strategy, Global Thinking and Acting, Customer Focus and Building Star Performers. Wipro ties up with leading business schools of international repute to conduct this program for Wipro leaders.
  • 3. THE UNILEVER MODEL Unilever Leadership for Growth Profile Competencies Create a Growth Vision - Passion for Growth - Breakthrough thinking - Organizational Awareness Drivers for Growth - Seizing the Future - Change Catalyst - Developing others - Holding people accountable - Empowering Others Builds Commitment for Growth - Team commitment - Strategic influencing - Team leadership
  • BUILDING LEADERS AT UNILEVER- THE PROCESS In 2000, Unilever, one of the world’s leading foods, home and personal care companies, initiated a five-year, comprehensive change program aimed at improving the company’s growth. As part of that program, Unilever implemented the Leadership Growth Profile (LGP), a competency model that defines the leadership behaviors required to accelerate this growth. “Leaders Into Action” is the highest-profile program targeted at developing the behaviors within the Leadership Growth Profile. Top 1,000 managers go through a five-month program in groups of 28 to 35 people. Combines virtual training, both individual and team-based, with concentrated face-to-face sessions, supported throughout with internal coaches. In the first eight weeks of the program, individuals learn and work virtually in an online community and have access to e-learning programs from Harvard Business School Publishing.
  • Unilever offers two programs: one for individuals and one for natural work teams. In each case, once the group has completed the first virtual module, they meet for 10 days, and each participant defines goals at four levels: personal, personal in business, business and community. In the team program, natural work teams merge together the personal in business and business targets with even more significant results achieved. After six additional weeks in a virtual team environment, the group spends a final week together, finalizing the business project for presentation to senior executives. If approved, the project is funded and implemented. BUILDING LEADERS AT UNILEVER- THE PROCESS
  • BUILDING LEADERS: BEST PRACTICES AT A FEW INDIAN COMPANIES 1. Hindustan Unilever Limited 2. Wipro 3. Infosys 4. Tata Consultancy Services 5. IBM 6. Bharti Airtel
  • HINDUSTAN UNILEVER LIMITED Pioneer in Leadership Development In India Philosophy – “Leadership Is Fostered In a Culture Of Diversity Where Individuals Are Provided An Equal Chance To Grow & Achieve Potential Their Own Way.”  Practices  Leadership Development – Begins from the time Talent is acquired.  70:20:10 Learning Model – Curriculum led programs designed & anchored by Regional Academies constitute for only 10%. 70% learning is on the job through wide range of assignments. Remaining 20% comes from “Inspirational Conversations” through mentoring & coaching.  Leadership Behaviors defined on the “Standards of Leadership” (SOL) framework aligned to business needs & realities.
  •  Assessing Leadership traits through Performance Management Process & 360 DF mandatory for senior leadership  Investing Management Time & Money – Attribute Success of Leadership Development to “Senior Management Ownership” CEO along with Management Committee invests approx. 30 – 40 % time in grooming leadership. Includes activities like campus & recruitment talks, mentoring, tea & chat sessions with young managers, career plans & succession planning discussions. Uses Leadership Differentiation Tool (LDT) to differentiate talent on “what” & “how” of performance. Mapping on current & potential performance on LDT grid.
  • WIPRO Highly People Focused IT Industry Philosophy – “Believe Young Managers Are Rich In Talent & That If One Doesn’t Tap Their Potential Someone Else Will Do So.” Development of Leadership Qualities since 1994 Leadership Qualities Strategic Thinking Self Confidence Ability To Work In Teams Ability to Develop More Leaders Achievement Orientation Global Thinking & Acting Learning from Others – Following on an initiative that was internationally undertaken by Schneider Electric – Getting 5 companies together where each is a leader in a region and from different industry.
  • Identifying Leaders Identify young people, particularly those who are not in the forefront Bore - Well Method – Identify 24 people for Comprehensive Development Program
  • INFOSYS PHILOSOPHY: BELIEVES LEADERSHIP DEVELOPMENT IS A JOURNEY RATHER THAN AN EVENT The Infosys Leadership Development Program rests on traits that the company looks at molding in potential leaders. Leadership Traits • Strength in Strategic & Operational areas • Change Management • Content Leadership • Adversity Management • Transition Leadership • Talent Leadership Building Leaders • Infosys Leadership Institute (ILI), Mysore • Programs devised defines Leadership Model and what good Leadership Consists • Develops the Nine Traits that Infosys considers key to Leadership
  • Identifying Leaders – Develops Leaders from an early phase in their career at Infosys – Measuring them against a customized Nine Part Leadership Trait Model – A Leadership Matrix is used for measuring
  • TATA CONSULTANCY SERVICES Philosophy: Strong Corporate Global Focus – Developing Role Diversity, Global Exposure And High Performance. Strong Emphasis on  Business Acumen  Selling Skills  Communication Skills  Cultural Aspects Developing Leaders  Oldest Leadership Centre (1966) - Tata Management & Training Centre, Pune  TCS – Leadership Development Institute, Thiruvanathapuram  Leadership Development – Core to TCS Business Model
  • Learning From Others  Stresses on Strategic Leadership Wisdom from Business Schools  Classroom as well as Web Based programs with Case Studies from Harvard Business School  Faculty from renowned Business Schools conduct programs on Strategic Leadership Development for Senior Leadership teams Investing Management Time & Money  2% of Revenues  Average one fourth of training days invested in Leadership Development per person under Continuous Learning Program
  • INTERNATIONAL BUSINESS MACHINES, INDIA Philosophy: Try To Combine The Best Of Local & Global Skills As Well As Best Practices. Practices  Recognizes leadership potential early in employee career  Carves structured path with special developmental activities.  Rotational Assignments  Exposure at global level  At all levels, Women’s Leadership and Diversity Leadership Learning From Others – Believes in learning from Clients
  • Investing Management Time & Money  Globally - $750 Million a year  Indian Context – half a million student days of training: 150,000 Non Technical + 3,50,000 technical days where 30% is eLearning.
  • BHARTI AIRTEL Philosophy: Believes In Freedom & Empowerment To Right Leaders Identifying Leaders  Identifies leaders with entrepreneurship, ability to think big & bold and ability to stretch  Succession Planning  Empowering leaders to the maximum Investing Management Time & Money  Sunil Bharti Mittal meets top 100 employees every year  CEOs of each company meet leaders within each company – 2 full days monthly  Focus on Internal Talent Development
  • MY CHECKLIST FOR DEVELOPING LEADERS  Catch Them Young – Target Early  Succession Planning – Plan and Initiate Processes  Leadership Centers – Identify and Build Potential  Global Exposure – The World is Not Enough  Rotational & Challenging Assignments  Religious follow up – Institutionalize and Fortify  Senior Management Ownership