For now, optimism continues to reign in Indonesia with foreign direct investment rising 22 percent in the third quarter of
2012 from one year ago, after posting 30 percent growth at the previous quarter.
The question is, how long will this optimism
last? What stands in the way of sustainable growth? As pointed out in the government’s
MP3EI masterplan, the key lies in building an “innovation-driven economy”.
And yet, innovation is a loaded buzzword.
What does it look like in terms of
organizational behavior? What are the conditions that will allow it to flourish?
This was the topic of Hay Group’s 2011 study
in to the Best Companies for Leadership
and is extensively discussed.
However, in this section of this paper, we will focus on the lessons that organizations in Indonesia can learn from the Best Companies for
Leadership (BCLs) when it comes to
fostering innovation.
The document summarizes the IIT-G Entrepreneurship Summit (IES) hosted annually by the Entrepreneurial Development Cell of IIT Guwahati. The 3-day summit aims to inspire entrepreneurship among Northeast India's youth through lectures, workshops, startup showcases and panel discussions. This year's theme is "Evolution beyond Darwin" focusing on entrepreneurship opportunities beyond survival of the fittest. Events include lectures by successful entrepreneurs, a startup pitch competition, case studies on startup challenges and daily quizzes. Workshops provide hands-on skills and simulations. The venue is the IIT Guwahati campus along the Brahmaputra River.
This document provides information about a Net Impact Symposium on Design Thinking being held alongside the Asia-Africa Regional Finals of the Global Social Venture Competition in March 2012. The symposium will focus on exposing participants to the principles and process of design thinking, its relevance for social entrepreneurs, and how successful social entrepreneurs have used design thinking principles. It will feature speakers from innovation consulting firms and social enterprises discussing topics like using design thinking as an innovation tool and developing products to address rural healthcare needs.
The New Workplace: Creating the 21st Century Businessbridgitts
The document discusses the changing nature of the modern workplace and strategies for success. It emphasizes that (1) innovation, leadership, and collaboration are key priorities, (2) old rules are no longer effective and companies must focus on the present, and (3) embedding innovation in company culture and developing strong leadership are important for staying competitive.
The document outlines the themes and agenda for the Regulators & Policymakers Retreat 2012 in Goa, India from August 23-26. The retreat will discuss challenges facing the power sector in emerging economies, including balancing profit motives with sustainable development, ensuring inclusive growth, and regulating private sectors to serve the public good. Specific topics will include turning around the power sector in India, renewable energy opportunities, attracting new investments, and security challenges for infrastructure. The goal is to explore solutions through panel discussions and master classes over the four days of the event.
The document discusses promoting research and innovation in India through attracting and retaining skilled migrants and students. It notes that India loses $2 billion annually due to emigration of computer experts and $10 billion from students going abroad for higher education. Fewer than 1% of Indian students pursue doctoral studies and many prefer going abroad, resulting in India producing only around 125 PhDs in computer engineering each year despite graduating over 1.7 million engineering students. It is proposed to provide assistance converting ideas into business plans and funding, mentorship, and networking opportunities through the Technology Incubation and Entrepreneurial Training Society to promote entrepreneurship and innovation.
MM Bagali......CRCE...... JAIN University Entrepreneurship and Business Incub...dr m m bagali, phd in hr
The Chenraj Roychand Center for Entrepreneurship (CRCE) was established in 2001 by the Jain Group to support entrepreneurship. Since inception, CRCE has incubated over 40 companies across sectors like technology, education, and hospitality. CRCE provides infrastructure, training, mentoring, and funding support to help entrepreneurs turn ideas into profitable businesses. Its goal is to promote social entrepreneurship and fuel economic and societal development.
India has potential to become a global leader in research and development (R&D) through strengthening its education system and increasing investments in R&D. Currently, India invests 0.9% of its GDP in R&D compared to 3% targeted by China. While institutions like IITs and IISc are globally renowned for education, more world-class public and private universities are needed. Increased funding, accountability of research institutes, industry-academia links, intellectual property protections, and developing high-skilled talent could help India ramp up R&D investments and innovations to fuel its growing economy. With its demographic dividend and propensity for new ideas, India is well-positioned to emerge as a global
The document summarizes the IIT-G Entrepreneurship Summit (IES) hosted annually by the Entrepreneurial Development Cell of IIT Guwahati. The 3-day summit aims to inspire entrepreneurship among Northeast India's youth through lectures, workshops, startup showcases and panel discussions. This year's theme is "Evolution beyond Darwin" focusing on entrepreneurship opportunities beyond survival of the fittest. Events include lectures by successful entrepreneurs, a startup pitch competition, case studies on startup challenges and daily quizzes. Workshops provide hands-on skills and simulations. The venue is the IIT Guwahati campus along the Brahmaputra River.
This document provides information about a Net Impact Symposium on Design Thinking being held alongside the Asia-Africa Regional Finals of the Global Social Venture Competition in March 2012. The symposium will focus on exposing participants to the principles and process of design thinking, its relevance for social entrepreneurs, and how successful social entrepreneurs have used design thinking principles. It will feature speakers from innovation consulting firms and social enterprises discussing topics like using design thinking as an innovation tool and developing products to address rural healthcare needs.
The New Workplace: Creating the 21st Century Businessbridgitts
The document discusses the changing nature of the modern workplace and strategies for success. It emphasizes that (1) innovation, leadership, and collaboration are key priorities, (2) old rules are no longer effective and companies must focus on the present, and (3) embedding innovation in company culture and developing strong leadership are important for staying competitive.
The document outlines the themes and agenda for the Regulators & Policymakers Retreat 2012 in Goa, India from August 23-26. The retreat will discuss challenges facing the power sector in emerging economies, including balancing profit motives with sustainable development, ensuring inclusive growth, and regulating private sectors to serve the public good. Specific topics will include turning around the power sector in India, renewable energy opportunities, attracting new investments, and security challenges for infrastructure. The goal is to explore solutions through panel discussions and master classes over the four days of the event.
The document discusses promoting research and innovation in India through attracting and retaining skilled migrants and students. It notes that India loses $2 billion annually due to emigration of computer experts and $10 billion from students going abroad for higher education. Fewer than 1% of Indian students pursue doctoral studies and many prefer going abroad, resulting in India producing only around 125 PhDs in computer engineering each year despite graduating over 1.7 million engineering students. It is proposed to provide assistance converting ideas into business plans and funding, mentorship, and networking opportunities through the Technology Incubation and Entrepreneurial Training Society to promote entrepreneurship and innovation.
MM Bagali......CRCE...... JAIN University Entrepreneurship and Business Incub...dr m m bagali, phd in hr
The Chenraj Roychand Center for Entrepreneurship (CRCE) was established in 2001 by the Jain Group to support entrepreneurship. Since inception, CRCE has incubated over 40 companies across sectors like technology, education, and hospitality. CRCE provides infrastructure, training, mentoring, and funding support to help entrepreneurs turn ideas into profitable businesses. Its goal is to promote social entrepreneurship and fuel economic and societal development.
India has potential to become a global leader in research and development (R&D) through strengthening its education system and increasing investments in R&D. Currently, India invests 0.9% of its GDP in R&D compared to 3% targeted by China. While institutions like IITs and IISc are globally renowned for education, more world-class public and private universities are needed. Increased funding, accountability of research institutes, industry-academia links, intellectual property protections, and developing high-skilled talent could help India ramp up R&D investments and innovations to fuel its growing economy. With its demographic dividend and propensity for new ideas, India is well-positioned to emerge as a global
A guide for an inclusive future of work, where all workers have the motivation, means and opportunity to adapt to and thrive in the digital economy. Read more: https://www.accenture.com/ca-en/company-inclusive-future-work
Eric Schmidt is an innovative leader who helped grow Google from a startup to a global technology leader as its CEO from 2001-2011. Some key aspects of his innovative leadership include passion for innovation, a long-term perspective, willingness to tolerate mavericks, and deep engagement with innovators. Prior to Google, Schmidt held leadership roles at Novell and Sun Microsystems and worked in research. He helped scale Google's infrastructure while maintaining a strong culture of innovation.
Report on entrepreneurship karan sharmaNaveen Kumar
The document is a project report on entrepreneurship in India submitted by Karan Sharma. It discusses various factors related to entrepreneurship including what motivates entrepreneurs, socio-cultural factors, access to finance, education and innovation, and the business environment. The report finds that the principal motivation for entrepreneurs is the challenge of starting a new business. It also notes the importance of family support for entrepreneurs and the various sources of financing used, including self-financing. The report recommends recognizing and rewarding entrepreneurs to encourage more people to start businesses.
This document discusses innovation in India, including the current status, challenges, government initiatives, and path forward. Some key points:
- India lags behind countries like the US and China in R&D spending as a percentage of GDP and number of researchers and patents. Major challenges include low government funding for R&D, outdated education system, and brain drain.
- Government initiatives to boost innovation include the National Innovation Council, Department of Science and Technology programs, new science and technology policy, and tax incentives for R&D.
- For India to become a global leader in innovation, priorities include increasing R&D funding, improving industry-research collaboration, and incentivizing Indian talent abroad to return.
The document summarizes a two-day workshop on innovation led by Cheryl Perkins and Patrick Clusman at the CII Innovation Center in Shanghai on February 27-28, 2012. Cheryl Perkins is the president of Innovationedge and former Chief Innovation Officer of Kimberly-Clark. Patrick Clusman is the COO of Innovationedge and formerly held leadership roles at Kimberly-Clark. The workshop aims to help participants make innovation work within and outside their organizations through discussions on linking innovation strategies to business, leading for innovation, creating an innovative culture, and conquering innovation fatigue.
The document discusses key business disruptors like proliferation of technologies, global interconnectivity, rise of social media, data analytics, and demographic changes that are impacting organizations. It outlines opportunities and challenges these disruptors present. The document is from a company called Core Creators that helps organizations leverage disruptors to create and sustain core value through clarity, alignment and execution. It provides backgrounds of some of the people at Core Creators and describes their approach, offerings and clients.
India had the world's seventh largest R&D investment in 2012. The pharmaceutical industry is a major driver of R&D growth. Cumulative overseas investment by India grew rapidly at 47.4% annually. India was ranked the sixth most innovative country. There is policy support for R&D and increasing investment from private players. Demand is growing due to rising incomes and evolving lifestyles. India has attractive opportunities in sectors like IT, pharma, automobiles and biotechnology.
This document provides an introduction and literature review on the impact of the United Nations Development Programme (UNDP) on entrepreneurship development in Kaduna, Nigeria. It defines key concepts like entrepreneurship, entrepreneurship development, and discusses UNDP's entrepreneurship development programs. The literature review highlights that UNDP aims to advance entrepreneurial skills and knowledge through training. However, there are challenges to entrepreneurship development in Nigeria like a lack of proper identification and documentation of entrepreneurial approaches. The study aims to examine UNDP's effect on entrepreneurship in Kaduna and identify problems and solutions.
H.M. Queen Rania Al Abdullah of Jordan stated at a 2007 meeting in Davos that society needs to encourage people to "practice at believing the unbelievable, using imagination, courage and tapping into the inner entrepreneur." The document then discusses various aspects of entrepreneurship such as the definition of an entrepreneur, characteristics of entrepreneurs, types of entrepreneurship activities, and tools to support entrepreneurship such as innovation incubators and entrepreneurship education.
The role of creativity in entrepreneurshipHammad Hashmi
This document discusses creativity in entrepreneurship and its importance. It defines creativity as behaviors that are new, novel, and different. Creativity leads to innovation, which is important for entrepreneurship. Educational institutions play a vital role in nurturing creativity and entrepreneurial skills. The document recommends techniques to encourage creativity like questioning assumptions, brainstorming, and using creativity tools. It also recommends establishing business incubators to support innovative ideas.
The document summarizes the findings of a survey on sustainability leadership. It finds that social entrepreneurs are perceived as the top leaders in advancing sustainability, grabbing "market share" from NGOs. Among corporations, Unilever is seen as a leader after launching their "Sustainable Living Plan". The survey involved 559 sustainability experts globally and examined perceptions of different types of leaders. It also discusses how social entrepreneurs are creating new forms of social and economic value through various business models and approaches.
Inc feb 2011 -alok mittal - venture capitalAlok Mittal
This document discusses the future of venture capital in India over the next 10 years. It predicts that:
1) Venture capital will play an increasingly important role in driving entrepreneurship and growth across multiple sectors beyond just tech, such as education, healthcare, and others fueled by rising consumer spending.
2) Venture capital activity will be more geographically widespread across India rather than concentrated in just a few areas, reflecting the diversity of opportunities.
3) If policies support private equity and venture capital through a clear regulatory framework and developing domestic capital pools, there will be abundant availability of risk capital to fuel India's growth ambitions over the coming decade.
Universities and B schools have a significant role to play in developing entrepreneurship in India. They can breed entrepreneurs and help develop winning qualities and job creation opportunities. B schools increase knowledge about identifying opportunities and overcoming barriers. The Indian government should promote entrepreneurial education by supporting B schools to refine techniques, select suitable students and faculty, encourage experience sharing and research collaboration.
To understand the perception and reality of those who are participating in South Korea’s startup scene, with a focus on the IT/knowledge service industry.
This report is co-published by Open Survey, a mobile research platform, and Startup Alliance, a non-profit organization sponsored by Naver.
The scope of work covered by this report is as follows.
- Open Survey : Designed this project, carried out the analysis, and drafted the report.
- Startup Alliance : Supervised the survey, conducted the survey of founders, and reviewed the final report.
The document summarizes the role of the Entrepreneurship Development Institute of India (EDI) in developing small and medium enterprise entrepreneurship. EDI offers entrepreneurship training programs and conducts research to promote entrepreneurship in India and internationally. It has helped train over 125,000 entrepreneurs annually who have then started new businesses and generated employment. Studies show businesses started by entrepreneurs trained by EDI have higher returns, growth, and performance than those not receiving training. EDI also works internationally, establishing entrepreneurship centers and training professionals in other countries to promote entrepreneurship development.
This document discusses the role of Intellectual Capital (IC) Centers in helping small and medium enterprises (SMEs) achieve long term sustainable value growth. It notes that IC Centers have been established in progressive countries and regions to help organizations better manage their tangible and intangible assets. The document outlines some examples of IC Centers established in Japan, Scotland, and Singapore to educate organizations and help SMEs in particular address their lack of resources. It positions the Asia Pacific Intellectual Capital Centre (APICC) as an IC Center for Hong Kong that can help the region reach its full potential by working with all local entities.
This document discusses training and entrepreneurship development programs in India. It outlines the importance of training for entrepreneurs, common training methods, and the need for and phases of entrepreneurship development programs. It also describes how entrepreneurs are selected for these programs and typical course contents. Finally, it provides details on some of the major organizations in India that provide entrepreneurship development programs, including their specific training activities.
Start up village by arise robyjobs economy riseArise Roby
‘To achieve success you need to start first and to become a big name you need to set up a Startup first.’ A pure and perfect example for the same is the Startup village in Kalamasserry, the potential of this startup can be measured by the extent that the biggest names in tech like Microsoft, Facebook and Google have visited the Startup village in Kalamasserry recently.
New ideas in leadership and policy for senior civil servants in East AsiaLSE Enterprise
An East Asian government approached LSE Custom Programmes to design and deliver a fully customised annual programme in public sector leadership for senior governmental influencers and decision makers.
The document discusses the key aspects and benefits of social media. It notes that social media consists of artifacts like blog posts and comments that are created and shared publicly. It emphasizes that social media is about beginning conversations and relationships through community and engagement. It highlights how social media provides a competitive advantage through discoverability and distributed power and can have a global impact by helping communities organize through people trusting other people.
A guide for an inclusive future of work, where all workers have the motivation, means and opportunity to adapt to and thrive in the digital economy. Read more: https://www.accenture.com/ca-en/company-inclusive-future-work
Eric Schmidt is an innovative leader who helped grow Google from a startup to a global technology leader as its CEO from 2001-2011. Some key aspects of his innovative leadership include passion for innovation, a long-term perspective, willingness to tolerate mavericks, and deep engagement with innovators. Prior to Google, Schmidt held leadership roles at Novell and Sun Microsystems and worked in research. He helped scale Google's infrastructure while maintaining a strong culture of innovation.
Report on entrepreneurship karan sharmaNaveen Kumar
The document is a project report on entrepreneurship in India submitted by Karan Sharma. It discusses various factors related to entrepreneurship including what motivates entrepreneurs, socio-cultural factors, access to finance, education and innovation, and the business environment. The report finds that the principal motivation for entrepreneurs is the challenge of starting a new business. It also notes the importance of family support for entrepreneurs and the various sources of financing used, including self-financing. The report recommends recognizing and rewarding entrepreneurs to encourage more people to start businesses.
This document discusses innovation in India, including the current status, challenges, government initiatives, and path forward. Some key points:
- India lags behind countries like the US and China in R&D spending as a percentage of GDP and number of researchers and patents. Major challenges include low government funding for R&D, outdated education system, and brain drain.
- Government initiatives to boost innovation include the National Innovation Council, Department of Science and Technology programs, new science and technology policy, and tax incentives for R&D.
- For India to become a global leader in innovation, priorities include increasing R&D funding, improving industry-research collaboration, and incentivizing Indian talent abroad to return.
The document summarizes a two-day workshop on innovation led by Cheryl Perkins and Patrick Clusman at the CII Innovation Center in Shanghai on February 27-28, 2012. Cheryl Perkins is the president of Innovationedge and former Chief Innovation Officer of Kimberly-Clark. Patrick Clusman is the COO of Innovationedge and formerly held leadership roles at Kimberly-Clark. The workshop aims to help participants make innovation work within and outside their organizations through discussions on linking innovation strategies to business, leading for innovation, creating an innovative culture, and conquering innovation fatigue.
The document discusses key business disruptors like proliferation of technologies, global interconnectivity, rise of social media, data analytics, and demographic changes that are impacting organizations. It outlines opportunities and challenges these disruptors present. The document is from a company called Core Creators that helps organizations leverage disruptors to create and sustain core value through clarity, alignment and execution. It provides backgrounds of some of the people at Core Creators and describes their approach, offerings and clients.
India had the world's seventh largest R&D investment in 2012. The pharmaceutical industry is a major driver of R&D growth. Cumulative overseas investment by India grew rapidly at 47.4% annually. India was ranked the sixth most innovative country. There is policy support for R&D and increasing investment from private players. Demand is growing due to rising incomes and evolving lifestyles. India has attractive opportunities in sectors like IT, pharma, automobiles and biotechnology.
This document provides an introduction and literature review on the impact of the United Nations Development Programme (UNDP) on entrepreneurship development in Kaduna, Nigeria. It defines key concepts like entrepreneurship, entrepreneurship development, and discusses UNDP's entrepreneurship development programs. The literature review highlights that UNDP aims to advance entrepreneurial skills and knowledge through training. However, there are challenges to entrepreneurship development in Nigeria like a lack of proper identification and documentation of entrepreneurial approaches. The study aims to examine UNDP's effect on entrepreneurship in Kaduna and identify problems and solutions.
H.M. Queen Rania Al Abdullah of Jordan stated at a 2007 meeting in Davos that society needs to encourage people to "practice at believing the unbelievable, using imagination, courage and tapping into the inner entrepreneur." The document then discusses various aspects of entrepreneurship such as the definition of an entrepreneur, characteristics of entrepreneurs, types of entrepreneurship activities, and tools to support entrepreneurship such as innovation incubators and entrepreneurship education.
The role of creativity in entrepreneurshipHammad Hashmi
This document discusses creativity in entrepreneurship and its importance. It defines creativity as behaviors that are new, novel, and different. Creativity leads to innovation, which is important for entrepreneurship. Educational institutions play a vital role in nurturing creativity and entrepreneurial skills. The document recommends techniques to encourage creativity like questioning assumptions, brainstorming, and using creativity tools. It also recommends establishing business incubators to support innovative ideas.
The document summarizes the findings of a survey on sustainability leadership. It finds that social entrepreneurs are perceived as the top leaders in advancing sustainability, grabbing "market share" from NGOs. Among corporations, Unilever is seen as a leader after launching their "Sustainable Living Plan". The survey involved 559 sustainability experts globally and examined perceptions of different types of leaders. It also discusses how social entrepreneurs are creating new forms of social and economic value through various business models and approaches.
Inc feb 2011 -alok mittal - venture capitalAlok Mittal
This document discusses the future of venture capital in India over the next 10 years. It predicts that:
1) Venture capital will play an increasingly important role in driving entrepreneurship and growth across multiple sectors beyond just tech, such as education, healthcare, and others fueled by rising consumer spending.
2) Venture capital activity will be more geographically widespread across India rather than concentrated in just a few areas, reflecting the diversity of opportunities.
3) If policies support private equity and venture capital through a clear regulatory framework and developing domestic capital pools, there will be abundant availability of risk capital to fuel India's growth ambitions over the coming decade.
Universities and B schools have a significant role to play in developing entrepreneurship in India. They can breed entrepreneurs and help develop winning qualities and job creation opportunities. B schools increase knowledge about identifying opportunities and overcoming barriers. The Indian government should promote entrepreneurial education by supporting B schools to refine techniques, select suitable students and faculty, encourage experience sharing and research collaboration.
To understand the perception and reality of those who are participating in South Korea’s startup scene, with a focus on the IT/knowledge service industry.
This report is co-published by Open Survey, a mobile research platform, and Startup Alliance, a non-profit organization sponsored by Naver.
The scope of work covered by this report is as follows.
- Open Survey : Designed this project, carried out the analysis, and drafted the report.
- Startup Alliance : Supervised the survey, conducted the survey of founders, and reviewed the final report.
The document summarizes the role of the Entrepreneurship Development Institute of India (EDI) in developing small and medium enterprise entrepreneurship. EDI offers entrepreneurship training programs and conducts research to promote entrepreneurship in India and internationally. It has helped train over 125,000 entrepreneurs annually who have then started new businesses and generated employment. Studies show businesses started by entrepreneurs trained by EDI have higher returns, growth, and performance than those not receiving training. EDI also works internationally, establishing entrepreneurship centers and training professionals in other countries to promote entrepreneurship development.
This document discusses the role of Intellectual Capital (IC) Centers in helping small and medium enterprises (SMEs) achieve long term sustainable value growth. It notes that IC Centers have been established in progressive countries and regions to help organizations better manage their tangible and intangible assets. The document outlines some examples of IC Centers established in Japan, Scotland, and Singapore to educate organizations and help SMEs in particular address their lack of resources. It positions the Asia Pacific Intellectual Capital Centre (APICC) as an IC Center for Hong Kong that can help the region reach its full potential by working with all local entities.
This document discusses training and entrepreneurship development programs in India. It outlines the importance of training for entrepreneurs, common training methods, and the need for and phases of entrepreneurship development programs. It also describes how entrepreneurs are selected for these programs and typical course contents. Finally, it provides details on some of the major organizations in India that provide entrepreneurship development programs, including their specific training activities.
Start up village by arise robyjobs economy riseArise Roby
‘To achieve success you need to start first and to become a big name you need to set up a Startup first.’ A pure and perfect example for the same is the Startup village in Kalamasserry, the potential of this startup can be measured by the extent that the biggest names in tech like Microsoft, Facebook and Google have visited the Startup village in Kalamasserry recently.
New ideas in leadership and policy for senior civil servants in East AsiaLSE Enterprise
An East Asian government approached LSE Custom Programmes to design and deliver a fully customised annual programme in public sector leadership for senior governmental influencers and decision makers.
The document discusses the key aspects and benefits of social media. It notes that social media consists of artifacts like blog posts and comments that are created and shared publicly. It emphasizes that social media is about beginning conversations and relationships through community and engagement. It highlights how social media provides a competitive advantage through discoverability and distributed power and can have a global impact by helping communities organize through people trusting other people.
SEAMOLEC provides educational services to higher education institutions in Southeast Asian countries through open and distance learning. It aims to increase access to education through flexible learning strategies supported by open source software at a lower cost. SEAMOLEC has various programs that support online and hybrid learning, including the Hybrid Learning for Indonesian Teachers program involving over 35 universities. SEAMOLEC also manages the SEA EduNet platform which provides a repository of learning materials and technologies to support online learning across the region.
This document summarizes the history and purpose of Asian American and Pacific Islander Heritage Month. It celebrates the contributions of Asian and Pacific Islander Americans to building and defending the United States. The month of May was chosen to commemorate important milestones in Asian American history. The document profiles several Asian American leaders in the military and government, including the first siblings of Filipino descent to achieve flag officer rank in the Navy, and the first Hindu and combat veteran elected to Congress. It describes how Asian Americans have helped shape the United States through their roles in all aspects of society.
Robin Li is the CEO of Baidu, Carlo Mazzi is the CEO of Omnicom, and Michael Smith is the CEO of ANZ. This document provides a matching quiz to test knowledge of matching company leaders' names with the companies they lead, including Thoughtful China, Civilization, Klako, Google, Bahria Town, Salon-Delamotte, Prada, and Baidu. Upon completing the quiz, the learner will know more about open online examinations, self accountability, and Chinese brand leaders. The key credit for this content is given to Sajid Imtiaz, an expert member of CDKN and Harvard Business Review, who can be contacted at sajedimtiaz@hot
Future-ready training and leadership - Wali ZahidWali Zahid
REVISED 2014 trends on how leadership and training can be seen and made effective!
By Wali Zahid, an Asian authority on workplace learning. A talk given at The National Society for the Support of Education & Training Bahrain
Working with Chinese business executives | Wali ZahidWali Zahid
This document summarizes steps that can be taken to build synergy between Chinese and Pakistani executives working together. It discusses understanding cultural differences in communication styles and leadership preferences. Specifically, it recommends (1) using pacing skills to match communication styles, (2) learning from each other's leadership strengths, and (3) not being afraid of stress and conflict, which are natural parts of the change process. The overall goal is to convert any anxiety from cultural differences into improved performance through synergistic collaboration.
Ethics could be said to be very much like the weather, in the sense that everybody talks about it but nobody does much about it! This presentation provides an insight into Ethical leadership and suggests ways in which you can safeguard your organisation’s ethics.
This document describes a project organized by the Southeast Asian Service Leadership Network (SEALNet) aimed at addressing human trafficking in Siem Reap, Cambodia. The project will train local youth leaders and at-risk children through leadership and service components. Specifically, the leadership component will develop skills like project management, public speaking, and understanding community needs. The service component will provide education on human trafficking prevention. The project aims to empower at-risk groups and strengthen youth leadership to contribute to the community and prevent human trafficking. It will bring together university students and local partners over two weeks to implement awareness activities, workshops, and trainings for approximately 95 direct beneficiaries and 500 indirect community members.
Intercultural sensitivity for Asian leadershipSHENTU Teng
This document summarizes an intercultural sensitivity research project conducted by researchers from China and Indonesia. The project aims to develop a model for Asian leadership that incorporates intercultural sensitivity. The document defines intercultural sensitivity and reviews several models for measuring it. It then discusses characteristics of interculturally sensitive individuals, how exposure and curriculum can develop sensitivity, and provides references. The research is a collaboration between universities in China and Indonesia, funded by Zhejiang University, and aims to inform systematic global leadership training programs.
Asian Leadership Across Borders - SAPIC 2013 UAD | Tjitra 2013.08Hora Tjitra
Materials presented during The Southeast Asia Psychology International Conference 2013 - Yogyakarta, Indonesia, August 24 - August 26, 2013 - Prof. Dr. Hora Tjitra, Director of Tjitra & associates (www.tjitra.com) & Associate Professor for Applied Psychology at Zhejiang University
Cross-Cultural Leadership of Asian Leaders in the New GlobalismHora Tjitra
Hosting 60% of the world’s population, Asia collectively has the largest economy in the world. In the last few decades, Asian economies have been growing tremendously. Most global multinational companies are present and engaged actively in the region. Led by China, Asia also attracts the highest foreign-direct Investment in the world. In addition, recent development shows an increasing international trade and cross-borders investment through the increase of bilateral and multilateral free-trade agreements among the Asian countries (e.g. ACFTA).
Globalisation and increasing cross-border engagements has resulted in organisations having to manage culturally diverse groups, both within the organizations (owners, employees, investors) and outside of them (suppliers, competitors, and customers). As pointed out by cross-cultural studies in organizations, cultural differences are not disappearing nor diminishing in global organisation practices. On the contrary, they seem to be getting more complex, and are posing challenges for organisations to achieve their goals.
This document summarizes a presentation on global leadership development. It discusses various frameworks and approaches for developing global leaders, including the Center for Creative Leadership's model of developing 12 capabilities through self-knowledge, behavioral change, and career development. It also reviews different development tools like 360-degree feedback, coaching, mentoring, and their strengths/weaknesses. The document then outlines a research project between several Asian universities to derive a model for developing Asian leaders based on analyzing the cross-cultural experiences of international assignees from China, Indonesia, and Singapore.
The survey of employees from Fortune 500 and other large companies exclusively measures the corporate success of Asian Pacific Americans and explores how companies can create a supportive workplace that is conducive to the growth of both their business and their employees' leadership capabilities.
Comparative Study of Two Iconic Leaders: Contrasting cross-cultural leadershi...Rahul Sarkar
This is an extensive study of two famous, influential and iconic leaders in the world of business, Jack Welch and Ratan Tata. They served in the corporate world as effective and successful leaders for more than 20 years. We found differences in their leadership styles across different cultures. We also determined key common elements contributing to their success. We isolated two contrasting styles of leadership from Jack Welch’s simplicity and speed in decision making to Ratan Tata’s ‘heroic’ corporate expansion. We suggest a list of recommendations for MBA students aspiring to be authentic leaders of the future.
The document summarizes the evolution of the Asian Paints brand over time from 1942 to present. It outlines the core values and purpose of the brand. It then describes the brand's leadership model and how the brand positioning and offerings have changed over different phases, from evolving in the early years to moving closer to consumers and adapting to changing market dynamics. Most recently, the brand architecture was updated and the brand was repositioned to focus on homes and home decor while strengthening service offerings.
This document discusses cultural intelligence (CQ) as a new member of the intelligence family. It defines CQ and explains that it has four facets: metacognitive, cognitive, motivational, and behavioral. It describes each facet in detail and how CQ is developed. The document then discusses how CQ relates to and differs from other constructs like general intelligence, emotional intelligence, and intercultural competence. It provides models to show how CQ impacts global leadership and teams. Finally, it discusses applying CQ in organizations and references literature on CQ.
What does it take to succeed in Indonesia?
We asked 82 large-cap and global companies to take a broad look at effective they have been. "Winning In Indonesia" outlines the challenges faced by them and how they are coping in this fluid and exciting market.
Read more to understand what "Winning In Indonesia" requires.
1. The document discusses how to establish and sustain innovation within organizations. It emphasizes that innovation requires inspiring and motivating employees to collaborate in developing new ideas.
2. Key recommendations include establishing a clear definition of innovation, creating communities for sharing ideas, developing processes to progress ideas to execution, and gaining leadership support through commitment and resources.
3. Training, establishing innovation champions, learning from prototypes and failures, and measuring success are also presented as important factors for a successful organizational innovation initiative.
The document discusses leadership at Indo Group, a company operating in a time of great change and complexity. It outlines the roles and attributes needed for leaders at Indo Group, including being a team leader, trainer, navigator, and strategist. It also discusses developing leadership at three levels - direct, organizational, and strategic. Leaders are expected to have qualities like inspiration, ingenuity, and courage while upholding the values of Indo Group.
NHRDN Virtual Learning Session on Encouraging an environment of innovationNational HRD Network
The document discusses the important role of frontline leaders in encouraging innovation. It emphasizes that creativity drives innovation and outlines three key leader behaviors needed to promote innovation: building trust to take risks, helping employees through risks, and facilitating purposeful change. Frontline leaders must inspire curiosity, challenge assumptions, and think differently to overcome innovation challenges and drive meaningful change.
Spice a resource for leadership and innovationPeopleInnovate
The presentation summarises the SPICE Innovation Framework which is a resource for training, consultancy and coaching related to Innovation, Leadership and Management.
Ratan Tata outlines two guiding strategies for Tata Group: 1) Expanding existing product markets overseas and 2) Exploring India's emerging mass market by breaking new ground in product development rather than following others and seeing how they can do something innovative that has not been done before in India.
In June 2007, CEOs and presidents of Ontario's high performance firms gathered at the Wisdom Exchange to expand their business network, share best practices, benchmark growth strategies and gain advice and insights critical to success.
The 10 most innovative business leaders revamping the future 2021Merry D'souza
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And you're looking for greener pastures. But, when it comes to your next boss, will the grass be truly greener? What will you look for in a new manager?
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Dear LinkedIn Connection,
Despite uncertainties in the global stock markets, growth through acquisition is a viable option for MNCs seeking growth in Asia and for Indonesian companies keen on pursuing local and global opportunities. Globally, M&A deal values grew by 22% in 1H2011 compared to the same period in the previous year – an indication that corporate takeovers remain highly active. In contrast, transactions in Indonesia had more than doubled in value and volume in the ten-year period from 2001 to 2011 (Institute of Mergers, Acquisitions & Alliances).
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1. Leadership
reloaded:
Innovating in the next decade
The rules have changed again. To succeed in the new normal, Asian leaders
must be game-changing innovators. How can companies in Indonesia build
sustainable businesses based on innovation?
2.
3. Contents
Innovation in Indonesia 2
Redefining ‘business as unusual’ 12
The business of innovating 14
Leading innovation in Asia 16
Latitude for new ideas 18
Braced for long-term challenges 22
Plugged-in to virtual participation 26
Lessons on innovating leadership 30
Leadership reloaded 32
About BCL2010 34
5. 5
“ Innovation is embodied in our values. Since the
1980s we have been running annual programs
called Innov-Astra that helps channel new ideas
and innovation from the lowest levels of the
”
organization up to senior management.
Mr Ekuslie Goestiandi , Head of Management
Development Institute, PT Astra International
7. 7
“ In fact, all five of our businesses units in
Indonesia are led by Indonesians.
”
Mr Handry Satriago, President-Director & CEO, GE
Indonesia
“
The opportunity to shape the minds of future
leaders was very enticing. I see that my role
as Chief Learning Officer is to setup and
build a curriculum that would institutionalize
leadership development into the core of the
”
Bakrie Group of businesses.
Mr Effendi Ibnoe
Bakrie Learning Centre
9. 9
Figure 9: Grooming the next generation
Grooming the next generation
Many companies have good talent Then there is also the element of personal
development programmes – giving satisfaction. As Mr Effendi Ibnoe of Bakrie
employees stretch targets, providing training Learning Centre said, “I have spent several
and encouraging employees to learn outside decades with multinationals, including as
their areas of expertise. GE’s Vice-President of HR for South-East
However, there is a vital ingredient missing. Asia. The opportunity to shape the minds
Not enough CEOs and business leaders in of future leaders was very enticing. I see
Indonesia are personally grooming their that my role as Chief Learning Officer is to
successors (Figure 9). Perhaps they view this setup and build a curriculum that would
as grooming their rivals. But, we’d like to institutionalize leadership development into
encourage a different perspective – if there is the core of the Bakrie Group of businesses.”
no one who is capable of taking your place,
then it will be harder for you to move up
your career path.
11. 11
Innovation reloaded
Companies need innovation for growth. And in order to have the best execution, we
And as noted earlier in this paper, there is believe that by concentrating on the four
no shortage of clever people and smart ideas principles discussed earlier, companies in
within our workforce in Indonesia. Hence Indonesia will achieve real growth and take
the competitive edge comes from having their rightful place on the global economic
the best execution – from the time the idea stage.
is first identified, shepherded through the
corporate maze, and into the hands of the
paying customer.
About Hay Group’s Best Companies for Leadership in Indonesia
Hay Group’s Best Companies for Leadership 2011 was announced in May 2012. Globally,
6,921 individuals (managers and above) participated in the study. Out of this pool, 305
respondents are working in Indonesia from both locally-grown companies like Depo
Bangunan, PT Astra, International, PT Pertamina, Kaltim Pasifik Amoniak and Semen Gresik
and global MNCs like Nissan, Beiersdorf, Zuellig Pharma, Panasonic and CIGNA Insurance.
Contact the author
Nidthia Chelvam, Managing Consultant for Hay Group Indonesia,
helps multi-national companies and international organizations
transform their business strategies into results. Nidthia also has
extensive line and operational management experience with
global companies across three continents.
E| Nidthia.Chelvam@haygroup.com
13. 13
37.3 years in North America1. What will Coupled with shorter economic cycles,
it take to accommodate and motivate the hyper-connectivity and restless digital natives,
“me” generation that form our next band of we believe that the only way for companies
leaders? to succeed is to innovate. Not just in new
products and services for customers, but also
The hunger to capture Asia’s abundant
in the way they treat and motivate employees,
business opportunities is challenged by
groom leaders and conduct business.
higher expectations, greater business
risks and stronger market competition.
As we know, innovation is easy.
Meanwhile, the growing scarcity of strategic
Commercializing it and building
resources such as water, minerals, metals and
organizational discipline around it is much
fossil fuels will cause price hikes and lead to
more challenging. In this paper, we will
social instability.
look at the dynamics of leadership required
for disciplined innovation, especially for
companies operating in Asia.
1 Source: Population Division of the Department of Economic and Social Affairs of the United Nations Secretariat
(2011). World Population Prospects: The 2010 Revision. New York: United Nations.
“ Asia’s best companies are also more receptive
to criticism than their peers – with 77 per cent
embracing negative feedback and performance
difficulties as opportunities for improvement and
”
growth.
15. 15
3 Broaden perspectives 4 Reward collaboration
New and different points of view are If innovation is the product of different
essential precursors to innovation. The global perspectives, collaboration is the process that
Top 20 encourage and embrace different brings them together. The global Top 20 do
cultural and generational perspectives, and not merely preach collaboration; they require
work to broaden the viewpoints of their and reward it.
employees.
Figure 1: Global Top 20 best companies for leadership, 2011
1. General Electric 11. Toyota Motors
2. Procter & Gamble 12. Nestle
3. IBM Corp 13. 3M
4. Microsoft 14. Southwest Airlines
5. The Coca-Cola Company 15. Exxon Mobil
6. McDonald's 16. PepsiCo
7. Accenture 17. Siemens
8. Wal-Mart Stores 18. Shell
9. Johnson & Johnson 19. Dow Chemical
10. Unilever 20. FedEx
Source: Hay Group Best Companies of Leadership 2011 survey
17. 17
Figure 2: Asia’s Top 10 best companies for leadership, 2011
1. Samsung Group 6. IBM Corp
2. Toyota Motors 7. Sony Corp
3. Unilever 8. Procter & Gamble
4. Nestle 9. The Coca-Cola Company
5. Tata Group 10. PETRONAS
19. 19
Figure 3: Innovating for the future
100% 100%
90% 90%
90%
80% 81%
70%
60% 59% 56%
50%
40%
30%
20%
10%
0%
My company’s leader Employees spend much time
Employees spend much time
regularly celebrate innovation discussing customers’ future needs
discussing customers future needs
Asia Top 10 Rest of Asia Global Top 20
21. 21
2 “The World’s Most Innovative Companies”, BusinessWeek, 24th April 2006.
http://www.businessweek.com/magazine/content/06_17/b3981401.htm
3 “The Open Secret of Success”, The New Yorker, 12th May 2008.
http://www.newyorker.com/talk/financial/2008/05/12/080512ta_talk_surowiecki#ixzz1rbBNOu1A
4 “Top 25 Corporate Innovation Budgets”, Forbes, 5th July 2011.
http://www.forbes.com/sites/williampentland/2011/07/05/top-25-corporate-innovation-budgets/
5 “From 0 to 60 to World Domination”, The New York Times, 18th February 2007.
http://www.nytimes.com/2007/02/18/magazine/18Toyota.t.html?pagewanted=3&ei=5090&en=27f821bf31ad515
b&ex=1329454800&partner=rssuserland&emc=rss
6 “The World’s Most Innovative Companies”, BusinessWeek, 24th April 2006.
http://www.businessweek.com/magazine/content/06_17/b3981401.htm
23. 23
Asia’s best companies are also more receptive organizational resilience, the best companies
to criticism than their peers – with 77 per exemplify that acceptance of feedback – even
cent embracing negative feedback and negative ones - is necessary if they are serious
performance difficulties as opportunities for about gaining market share.
improvement and growth. As a measure of
Figure 4: Biting the bullet
100%
94% 95%
90%
80% 65% 77%
70% 71%
61%
60% 56%
53%
50% 47%
40%
30%
20%
10%
0%
My company runs unprofitable My company is willing to In my company, negative feedback
projects to try new things postpone short term profits in order and performance difficulties are treated
to invest in innovation as opportunities to learn and grow
Asia Top 10 Rest of Asia Global Top 20
25. 25
Samsung: Innovating new frontiers
Global electronics giant Samsung has come a long way from being
“manufacturer” to “innovator”. Scoring top spot in Asia’s Best Companies for
Leadership for the second consecutive year, there is no doubt the Galaxy Tab
inventor and pioneer of the seven-inch tablet market transformed the world of
consumer electronics by first reinventing itself.
In making Samsung a responsive market player, CEO Choi Gee-Sung said his
job was to re-orientate the organization for the next generation so that it is
constantly ready to evolve. Not surprisingly, its culture of top-down management
and obedient employees were among the first to go8.
The Korean conglomerate has also not allowed the shifting strategies of a fast-
paced industry to faze its innovation mission. Where other global corporations
have hesitated, Samsung has gone ahead decisively to create and capture new
opportunities. Its long-term goals are backed by a USD20 billion investment plan
for new technologies by 2020.
In the last decade, it has dug deep to overtake Sony Corp. as the largest flat-
screen TV maker. It also superseded Hewlett-Packard in the market for all-in-one
color laser printers, and became the biggest brand for LCD TV sets and computer
monitors. In the smartphone arena, Apple and Samsung went neck-to-neck in
2011. While Apple took the top spot in terms of handsets shipped on a quarterly
basis Samsung became the market leader in annual terms for the first time
with19.7 per cent global share, beating Apple’s 19 per cent9.
With the Galaxy Note, Samsung is poised to set new trends in consumer
electronics. The timely introduction of this half-phone-half-tablet has bolstered
annual revenue – an all-time high of USD145 billion in FY201110. Not resting on
its laurels, Samsung is intent to more than triple this to USD400 billion by 2020.
At the core of its lofty ambitions, Chairman Lee Kun Hee says, is greater openness
and stronger collaboration amidst the intensified competition: “Samsung’s future
hinges on new businesses, new products and new technologies. We should make
our corporate culture more open, flexible and innovative.” 11
Today, Samsung is responding to Lee’s call by encouraging creativity over
obedience. “We are at an inflection point,” says Choi. “We want to transform
ourselves to create new value.” As a progressive company at the forefronts of
technology, it owes its success to a great knack for spotting emerging trends.
Annually, the Samsung Advanced Institute of Technology has a USD300 million
budget to explore technology that is deemed to become “mainstream” in the
next decade.
27. 27
Figure 5: Crowd-sourcing for better results
100%
90% 90%
90%
84% 84%
80%
70%
63% 62%
60%
49% 49%
50%
40%
30%
20%
10%
0%
In my company, more work between In my company, ideas that come from
leaders is conducted when they are subsidiary leaders are just as likely
in different physical locations to be implemented as those from headquarters
Asia Top 10 Rest of Asia Global Top 20 Rest of Global
“ Kodak is one picture-perfect example. Today, not
many remember that this 132-year-old company
invented the first digital camera in 1975. And even
if the digital onslaught did not ruin Kodak’s analog
film and camera-making business, the arrival of
smartphones complete with built-in cameras
”
certainly drove the final nail into the coffin.
29. 29
Sources
1. “The last Kodak moment?”, The Economist, 14th January 2012.
http://www.economist.com/node/21542796
2. “Kodak versus FujiFilm”, INSEAD blog, 23rd January 2012.
http://blog.insead.edu/2012/01/kodak-versus-fujifilm/
3. “One negative too many for Kodak”, Financial Times, 19th January 2012.
http://www.ft.com/intl/cms/s/2/2a591538-42af-11e1-97b1-00144feab49a.html#axzz1ru8l8HdB)
31. 31
Figure 6: What Asia can learn from Global Best Companies
100%
95%
90%
85%
80%
74%
70%
60% 58%
50%
40%
30% 26%
20%
10% 5%
0%
My company has an organizational In this company, you are only Leaders in my organization work hard to
structure that favors quick expected to lead when you have connect people with projects that are
communication paths a formal position of authority personally meaningful to them
Asia Top 10 Rest of Asia
“ To develop this combination of skills and qualities
– and adopt what is, in effect, a ‘post-heroic’
leadership style – they may need to abandon much
of the thinking and behavior that propelled them
”
to success.
33. 33
discipline around innovation will require a The global Top 20 and indeed, the Asian
more collaborative style of leadership – this is Top 10 companies already have a running
where Asian leaders need to step up. start in building innovative companies:
canvassing the entire organization for ideas,
In addition, keen influencing skills will
thinking about customers’ future needs, and
prove to be the key ingredient for managing
postponing short-term gains. What about
productivity in the “cloud”, where leaders
your company?
are responsible for multi-function and cross-
border teams, some of whom may not even Building discipline around innovation has
report to them! become just as, if not more important, than
innovation itself. And innovating leadership
Finally, leaders need to tap into their
is perhaps the most critical step to survival.
emotional maturity and lead their teams to
bounce back from negative feedback and
failure. This calls for both emotional and
mental resilience.
36. Africa Frankfurt Charlotte Lima
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Dublin Calgary Caracas
Hay Group is a global management consulting firm that works with leaders to transform
strategy into reality. We develop talent, organize people to be more
effective and motivate them to perform at their best. Our focus is on making change hap-
pen and helping people and organizations realize their potential.
We have over 2600 employees working in 86 offices in 48 countries. Our clients are from the
private, public and not-for-profit sectors, across every major industry. For more information
please contact your local office through www.haygroup.com.