Learning from the book "Making of a CEO". Authored by Dr. Sandeep K. Krishnan and a published by Penguin India. The book is available at www.amazon.in/Making-CEO-Sandeep-Krishnan/dp/0143440268/

1. Dr. Sandeep K. Krishnan
Sr. Director People Business
Visiting Faculty, IIM B & IIM Indore

2. The Journey and Learning from Making of a CEO
CEO
Family
Businesses
Public
Sector and
Government
Established
Firms
NGOs
Startups

3. A MEETING AND A LOT OF LEARNING
“An Act of Compassion Can Change Your Life
and That Life is Yours!”
With Prasanth Nair, IAS, Then DC at
Kozhikode
The impact through Compassionate
Kozhikode
a) Close connection with citizens and their
issues
b) Being accessible and compassionate to
the public’s
needs (use of technology and social media)
c) Creating a direct impact on citizens’ lives
d) Having a clear personal vision and
purpose to
create a change in the society
e) Ability to pool resources and support to
create
change

4. LEADERSHIP IN GOVERNMENT
 Ability to partner with varied stakeholders
 Ability to find capable people and work with them
 Ability to work with large and sometimes difficult crowds
 Connect different pieces and see the big picture
 Ability to leverage technology for better governance
 Patience, passion and endurance to make change happen
Changing Times !
A more intrusive 24/7 mass media
Rising public expectations of the government
A less deferential and trusting citizenry
Policy challenges that require joined-up responses

5. WITH NITHIN KAMATH, FOUNDER ZERODHA AT IIMB Why They Succeed ?
 The ability to create purpose/vision
 Execution of the vision
 Attracting key talent and letting go of nonperformers
 Willingness to take risks
 Influencing ability
 Taking decisions
 Clarity in communication
Why They Fail ?
 Poor business proposition
 Hiring without a plan, poor planning of day-to-day activities
 Lack of team building
 Poor sales efforts
 Inability to raise funds/lack of planning to raise funds
 Inability of the CEO to manage him/herself properly—
including poor etiquettes.

6. SUCCESSFUL ENTREPRENEURS
 One-third of the successful entrepreneurs built businesses in their industry
 One-third in a related industry
 Other one-third had a good understanding of the industry and the customer needs
 Industries of the future to watch for
 Cyber Security
 Genomics
 Data Analytics

7. IT IS ALL IN THE FAMILY!
 Family Businesses account for more than 30
per cent of firms with 1 billion or more in
sales annually.
 TESTS of a PRINCE!
Qualifying
Self Imposed
Circumstantial
Political
With TT Jagannathan,
Chairman TTK Group

8. BUILDING GLOBAL INSTITUTIONS
TIMES (THE) RANKING FRAMEWORK

9. SAMPLE STANDING
University
Overall
Rank
Overall
Score
Teaching Research Citations
Industry
Income
Internation
al Outlook
University of Oxford 1 94.3 86.7 99.5 99.1 63.7 95.0
Tsinghua 30 79.0 80.2 93.2 71.4 99.8 41.0
Indian Institute of
Science 251 – 300
45.2–48.2 53.8 48.6 44.4 49.5 19.5
Aligarh Muslim
University 601- 800
21.5–30.6 29.9 10.1 33.1 31.7 23.9
Savitri Bhai Phule –
Pune University 601-800
21.5–30.6 38.9 7.2 21.6 34.4 18.3
Amrita University 801-1000 15.6–21.4 21.6 9.5 17.0 52.5 47.0
BITS Pilani 801-1000 15.6–21.4 18.7 7.9 31.9 32.6 16.2
CUSAT 801-1000 15.6–21.4 26.5 12.3 7.2 32.3 15.2
VIT 801-1000 15.6–21.4 17.8 8.9 24.5 33.0 22.6
AMITY 1000+ 9.2–15.5 16.7 7.6 13.2 32.7 17.9
Manipal 1000+ 9.2–15.5 20.7 9.4 3.5 31.9 25.6

10. GLOBAL MEASURES OF SUCCESS
Parameters Details
Academic Reputation(40%) • Academic reputation survey
Employer Reputation(10%) • Employers to identify those institutions from which they source
the most competent, innovative, effective graduates (50 % on
international responses and 50% on domestic)
Faculty / Student Ratio (20%) • Recognizes that a high number of faculty members per student
will reduce the teaching burden on each individual academic
Citation per faculty (20%) •Citations per faculty normalized for the field
International Faculty Ratio (5%) • An ability to attract faculty and students from across the world,
which in turn suggests that it possesses a strong international
brand.
International Student Ratio (5%)
QS – World University Rankings

11. LEADERSHIP IN STATE UNIVERSITIES
 Managing external stakeholders including the government, political pressures and unions.
 Managing student expectations—including unrests.
 Driving a common goal with different parties within the university.
 Leading in a democratic environment driven sometimes by non-academic stakeholders in key
decision-making bodies like the senate or the syndicate.
 Ensuring compliance to regulations and regulatory bodies like the university grants
commission (UGC).
 Managing the budget of the university and the finances.
 Creating academic and research excellence.
 Providing cost-effective service.
 Managing administrative issues, including human resources, facilities and social aspects.
 Being the spokesperson/ambassador for the university
 Influencing faculty and aligning them to a common vision.

12. LEADING THE NOT FOR PROFITS!
• Ability to articulate the vision for social
change
• Ability to measure qualitative and
quantitative impact
• Ability to build strong organizational
processes
and practices to support governance
• Comfort in working both on the field and at
strategic decision-making levels
• Charisma and confidence to influence
people and work at various levels
• Strength and persistence to make the
idealized social change a reality
Bill and Melinda Gates Letter
to Warren Buffett

13. NGOS OF THE FUTURE
“ Major trend I see in Western countries is the lack of fear to grow and
become big. In India, few follow this trend to garner resources and have an
impact on a much larger sphere of the society. It is important to realize that
‘small is beautiful’ might not help in creating the impact that you would like
to make”
- Balakrishnan Madhavankutty, World Bank

14. MOVING UP – GROWTH AS A PROFESSIONAL 5 Cs that Matter !

15. FUTURE : WHAT MATTERS IN LEADERSHIP
• Ethics and governance is going to be make or a break!
• Sweeping changes demographics : Millennial, Women, Ageing population
: Managing Diversity
• Being the disruptor yourself
• Communication