The document discusses leadership and leadership traits through interviews with several business leaders. Some key points:
- Vinita Bali believes leadership involves ownership, accountability, and pursuing excellence. She says leadership can be nurtured through experience but also requires innate desire.
- Hubert Joly says the main attributes of a leader are setting direction, building teams, integrity, and delivering results. He notes leadership style must be situational.
- John Garrison discusses the importance of the Indian market for Bell Helicopter and says regulatory changes are needed to help the helicopter industry in India grow.
Creating a 2-Way Street: Generational Transfer among Retiring Boomers, Entrep...Merryck_Mentors
The Dec 18th, 2012 webcast brought together current leaders from 4 industries and 3 generations to discuss experience transfer across generations. Covering issues such as:
- What does generational transition mean for retention of high potentials?
- For development of the leadership bench?
- For how current leaders lead?
The Panelists:
- Karen Vander Linde, former head of PwC's Global People & Change practice (Boomer);
- Leslie Bradshaw, President and COO of Jess3, named by Wired, FastCompany, Wall St Journal, and Inc as one of the top executive women of her generation in tech (Millennial);
- Jeff Vargas, Chief Learning Officer, Commodity Futures Trading Commission and leading expert on Gen X in the workplace (X'er)
- Helen Ng - CEO of Planet Habitat and also CEO of the Cockroach Club, a for-profit venture in sub-Saharan Africa reaching an audience of 2 million (X'er)
Tjitra & Associates is a management consultancy that focuses on culture, talent, and change. It was founded in 2012 with offices in Hong Kong, Shanghai, Hangzhou, and Jakarta. The consultancy has experience working with over 40 countries to provide tailored solutions addressing clients' unique needs and situations. Services include managing cultural diversity, developing talent, and leading strategic change. The goal is to help clients achieve excellence and sustainable business results.
The document discusses leadership in the 21st century. It begins by noting that companies often start in unexpected places and industries. It then discusses the differences between leadership and management, with leadership involving influence rather than just a formal role. The document outlines challenges of the current environment, including increased complexity, ambiguity and global forces disrupting trends. It emphasizes that leadership skills are now more crucial than management skills for effectiveness. The rest of the document discusses developing leadership skills through self-awareness, resilience, coaching others and leading authentically through passion and positive influence.
We know much about globalizing corporations via technology and the like; we know much less about globalizing people. What globalization means for executives as individuals---how their roles change with globalization; what individual personality traits, skills, and experiences will matter most; and how easy, or difficult, it is for them to adjust. Indeed, corporations are raising concerns about their management teams. Based on an extensive research project including data from over 14,000 managers from companies around the world, this session will describe essential global leadership attributes called Global Mindset. They are attributes that move beyond cross-cultural intelligence to the ability to operate effectively in different institutional, legal, and social contexts. You will leave this session with a clear understanding of what Global Mindset is, how to measure it, and, most importantly, how to nurture it in your organization in ways that leverage performance and effectiveness.
Worker: ?
Manager : ?
Leader : ?
Difference between a leader and a manager?
Vision , third eye ? Allama Iqbal
Is seeing beyond the sight of the others is a born quality or an acquired quality?
Evidence? In Crises situation?
Name of leaders?
Who is our leader and why ? Q.A or W.C?
Who is our leader in personal life ?
This chapter introduces integrated human resource management (HRM). It discusses the historical scientific and human relations approaches to management and how they influence modern HRM. The chapter emphasizes that HR initiatives need to be tailored to each organization's specific situation and needs. It also notes that students should understand the differing HR requirements of organizations in various sectors and be able to design customized HR solutions. The chapter concludes by explaining that a key theme of the book is the importance of adopting an integrated and customized approach to HR management.
Creating a 2-Way Street: Generational Transfer among Retiring Boomers, Entrep...Merryck_Mentors
The Dec 18th, 2012 webcast brought together current leaders from 4 industries and 3 generations to discuss experience transfer across generations. Covering issues such as:
- What does generational transition mean for retention of high potentials?
- For development of the leadership bench?
- For how current leaders lead?
The Panelists:
- Karen Vander Linde, former head of PwC's Global People & Change practice (Boomer);
- Leslie Bradshaw, President and COO of Jess3, named by Wired, FastCompany, Wall St Journal, and Inc as one of the top executive women of her generation in tech (Millennial);
- Jeff Vargas, Chief Learning Officer, Commodity Futures Trading Commission and leading expert on Gen X in the workplace (X'er)
- Helen Ng - CEO of Planet Habitat and also CEO of the Cockroach Club, a for-profit venture in sub-Saharan Africa reaching an audience of 2 million (X'er)
Tjitra & Associates is a management consultancy that focuses on culture, talent, and change. It was founded in 2012 with offices in Hong Kong, Shanghai, Hangzhou, and Jakarta. The consultancy has experience working with over 40 countries to provide tailored solutions addressing clients' unique needs and situations. Services include managing cultural diversity, developing talent, and leading strategic change. The goal is to help clients achieve excellence and sustainable business results.
The document discusses leadership in the 21st century. It begins by noting that companies often start in unexpected places and industries. It then discusses the differences between leadership and management, with leadership involving influence rather than just a formal role. The document outlines challenges of the current environment, including increased complexity, ambiguity and global forces disrupting trends. It emphasizes that leadership skills are now more crucial than management skills for effectiveness. The rest of the document discusses developing leadership skills through self-awareness, resilience, coaching others and leading authentically through passion and positive influence.
We know much about globalizing corporations via technology and the like; we know much less about globalizing people. What globalization means for executives as individuals---how their roles change with globalization; what individual personality traits, skills, and experiences will matter most; and how easy, or difficult, it is for them to adjust. Indeed, corporations are raising concerns about their management teams. Based on an extensive research project including data from over 14,000 managers from companies around the world, this session will describe essential global leadership attributes called Global Mindset. They are attributes that move beyond cross-cultural intelligence to the ability to operate effectively in different institutional, legal, and social contexts. You will leave this session with a clear understanding of what Global Mindset is, how to measure it, and, most importantly, how to nurture it in your organization in ways that leverage performance and effectiveness.
Worker: ?
Manager : ?
Leader : ?
Difference between a leader and a manager?
Vision , third eye ? Allama Iqbal
Is seeing beyond the sight of the others is a born quality or an acquired quality?
Evidence? In Crises situation?
Name of leaders?
Who is our leader and why ? Q.A or W.C?
Who is our leader in personal life ?
This chapter introduces integrated human resource management (HRM). It discusses the historical scientific and human relations approaches to management and how they influence modern HRM. The chapter emphasizes that HR initiatives need to be tailored to each organization's specific situation and needs. It also notes that students should understand the differing HR requirements of organizations in various sectors and be able to design customized HR solutions. The chapter concludes by explaining that a key theme of the book is the importance of adopting an integrated and customized approach to HR management.
This document discusses women's empowerment and the challenges women face in achieving leadership positions. It proposes a new model to help more women succeed called the 3I model, which focuses on women imbibing lessons from experiences, innovating and applying new ideas, and inspiring others. It also discusses the EMI model which looks at how ready families, societies, and organizations are to support women. Overall the document argues that while progress has been made, more needs to be done to remove barriers and create environments where women can fully utilize their strengths to become leaders.
an opportunity and feeling lucky to tell a little about a great management thinker of india. and we really learn a lot from him. he is C K PRAHLAD. INTERNATIONALLY ACCLAIMED MANAGEMENT THINKER AND THE BEST TEACHER AND RESEARCHER AND LOT MORE THT THIS BOX CANT EVEN HAVE SUCH CAPACITY TO STORE.
The presentation aims to brief about the a dream job in global mindset. Its explaining the reaction of people in the global. Also, its helping in developing global mindset.
The document discusses an experiment conducted by a team at Roche to develop a new metric called the Net Manager Promoter Score (NMPS) to measure leadership. The NMPS is based on the well-known Net Promoter Score marketing metric, asking employees "Would you recommend your manager to others as a good boss to work for?". The goal is to use a simple, standardized question to promote continuous improvement in leadership and employee engagement across cultures. The global team conducting the experiment received support from senior sponsors to test whether the NMPS could provide a meaningful measure of an organization's leadership culture.
The Gender Dividend - Making the Business Case for Investing in WomenLjuba Bogdanovich
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
The document discusses various leadership qualities and principles based on the experiences of prominent leaders. It provides insights from leaders such as Mahatma Gandhi, Bill Gates, Azim Premji, Verghese Kurien, Indira Gandhi and General Colin Powell. Some of the key leadership lessons mentioned include the importance of vision, learning from both successes and failures, empowering followers, effective communication and leading by example.
The document summarizes Deloitte's 2011 International Women's Day (IWD) toolkit and celebrations. It provides an overview of the global IWD webcast that Deloitte hosted on March 2, 2011, which featured a panel discussion on advancing women in leadership. It also highlights some of the member firm IWD events from 2010 and encourages other member firms to host their own events using the resources and suggestions in the toolkit.
What it takes to be a leader in today's world and what it means to be a woman leader. Covers the future trends that will impact the world and what sort of leadership attributes will be needed to manage this constantly changing future whether in the corporate world or outside.
Never before in the history of mankind has there been a more desperate cry for men of character, honour, integrity, perseverance. The image of manhood has been marred and mangled by society, the media and generations of carelessness. In the midst of all this confusion there is a remnant of men, heroes, men of valour making that final stand: Called with a prophetic voice to the men of this generation commissioned in a ministry majoring in men declaring the standard for manhood, that manhood and Christ-likeness are synonymous. Calling men to responsibility, equipping them with practical patterns based on principles to maximize the potential that God has placed inside of them addressing every area of their manhood. Men who’s word is their bond. Men who do the right thing simply because it is the right thing to do. Men who do not compromise their beliefs nor the principles by which they live. These men are Faithful Men, their numbers are increasing all over the world and this world is experiencing the sons of God rising up to the challenge to be Real Men. Are you ready to be challenged?
Vinita Bali is the Managing Director of Britannia Industries Limited, one of India’s premier food companies. She has over 25 years of experience in FMCG companies. She began her career with Voltas in 1977 and then worked for Cadbury India and Coca-Cola in various marketing and leadership roles in India, UK, Nigeria, South Africa and the US. Under her leadership as MD, Britannia's revenue tripled to $841 million and it delivered its highest ever growth rate of 22%. She has received several awards for her leadership and contributions to business and CSR.
How Are Effective Combinations of Personal Characteristic types different in ...Hironori Washizaki
Yusuke Sunaga, Masashi Shuto, Hironori Washizaki, Katsuhiko Kakehi, Yoshiaki Fukazawa, Shoso Yamato, Masashi Okubo, “How Are Effective Combinations of Personal Characteristic types different in Controlled Project-Based Learning Courses?,” Proceedings of the 29th IEEE Conference on Software Engineering Education and Training (CSEE&T 2016), short paper, Dallas, USA, April 5-6, 2016.
This document summarizes the opening remarks and program for the 4th IPSJ International AI Programming Contest World Final in Yokohama. It introduces the directors and organizers of the contest. It lists the gold sponsors and supporters and provides an overview of the contest format and schedule, including team introductions, league matches, and an award ceremony recognizing the top 6 teams where the 1st place team will receive 50,000 yen.
Lessons from Legends - Inspiring and Invaluable quotes taken from the excerpts of speeches made by various guests in Great Lakes Institute of Management. In this series, presenting Ms. Anu Aga : inspiring words from her speech at Great Lakes Institute of Management.
An Experiment to Determine and Compare Practical Efficiency of Insertion Sort...Tosin Amuda
Sorting is a fundamental operation in computer science (many programs use it as an intermediate step), and as a result a large number of good sorting algorithms have been developed. Which algorithm is best for a given application depends on—among other factors—the number of items to be sorted, the extent to which the items are already somewhat sorted, possible restrictions on the item values, and the kind of storage device to be used: main memory, disks, or tapes.
There are three reasons to study sorting algorithms. First, sorting algorithms illustrate many creative approaches to problem solving, and these approaches can be applied to solve other problems. Second, sorting algorithms are good for practicing fundamental programming techniques using selection statements, loops, methods, and arrays. Third, sorting algorithms are excellent examples to demonstrate algorithm performance.
However, this paper attempt to compare the practical efficiency of three sorting algorithms – Insertion, Quick and mere Sort using empirical analysis. The result of the experiment shows that insertion sort is a quadratic time sorting algorithm and that it’s more applicable to subarray that is sufficiently small. The merge sort performs better with larger size of input as compared to insertion sort. Quicksort runs the most efficiently.
Vinita Bali has had a successful career in marketing and management across several major companies. She is currently the Managing Director of Britannia Industries Limited, one of India's largest food companies. Under her leadership, Britannia has significantly increased its revenue and market share. Bali began her career with Voltas in 1977 and later worked for Cadbury and Coca-Cola in various global marketing and strategy roles before joining Britannia in 2005. She has received several prestigious awards for her business and social impact leadership.
Lessons from Legends - Inspiring and Invaluable quotes taken from the excerpts of speeches made by various guests in Great Lakes Institute of Management. In this series, presenting Ms. Vinita Bali : inspiring words from her speech at Great Lakes Institute of Management.
Britannia is an Indian FMCG company founded in 1892 and headquartered in Kolkata. It is a leading manufacturer of biscuits, bread, cakes and dairy products in India. Britannia holds the largest market share in the Indian biscuit industry and is ranked as the country's second most trusted food brand. The company aims to dominate the Indian food and beverage market with a range of "Tasty Yet Healthy" products and have every third Indian as a consumer. It faces competition from companies like Parle and ITC in the biscuit market.
Proposals for the SWEBOK evolution process from the viewpoint of ISO/IEC/JTC1...Hironori Washizaki
Hironori Washizaki, Juan Garbajosa, “Proposals for the SWEBOK evolution process from the viewpoint of ISO/IEC/JTC1/SC7 standardization activities,” IEEE CS SWEBoK Evolution Virtual Town Hall Meeting, Aug 25, 2016
This document discusses women's empowerment and the challenges women face in achieving leadership positions. It proposes a new model to help more women succeed called the 3I model, which focuses on women imbibing lessons from experiences, innovating and applying new ideas, and inspiring others. It also discusses the EMI model which looks at how ready families, societies, and organizations are to support women. Overall the document argues that while progress has been made, more needs to be done to remove barriers and create environments where women can fully utilize their strengths to become leaders.
an opportunity and feeling lucky to tell a little about a great management thinker of india. and we really learn a lot from him. he is C K PRAHLAD. INTERNATIONALLY ACCLAIMED MANAGEMENT THINKER AND THE BEST TEACHER AND RESEARCHER AND LOT MORE THT THIS BOX CANT EVEN HAVE SUCH CAPACITY TO STORE.
The presentation aims to brief about the a dream job in global mindset. Its explaining the reaction of people in the global. Also, its helping in developing global mindset.
The document discusses an experiment conducted by a team at Roche to develop a new metric called the Net Manager Promoter Score (NMPS) to measure leadership. The NMPS is based on the well-known Net Promoter Score marketing metric, asking employees "Would you recommend your manager to others as a good boss to work for?". The goal is to use a simple, standardized question to promote continuous improvement in leadership and employee engagement across cultures. The global team conducting the experiment received support from senior sponsors to test whether the NMPS could provide a meaningful measure of an organization's leadership culture.
The Gender Dividend - Making the Business Case for Investing in WomenLjuba Bogdanovich
This document discusses the business case for investing in women as a source of economic growth and competitive advantage. It argues that fully utilizing women's talents as workers and leaders can yield significant returns, called the "Gender Dividend". While laws have reduced discrimination, true progress requires a strategic focus on integrating women's perspectives at all levels. With human capital replacing natural resources as the basis for growth, organizations that can harness innovation and creativity from both women and men will lead. Women are increasingly consumers and talent, yet remain underrepresented in leadership. Fully engaging women is critical for addressing global talent shortages and fueling sustainable economic growth.
The document discusses various leadership qualities and principles based on the experiences of prominent leaders. It provides insights from leaders such as Mahatma Gandhi, Bill Gates, Azim Premji, Verghese Kurien, Indira Gandhi and General Colin Powell. Some of the key leadership lessons mentioned include the importance of vision, learning from both successes and failures, empowering followers, effective communication and leading by example.
The document summarizes Deloitte's 2011 International Women's Day (IWD) toolkit and celebrations. It provides an overview of the global IWD webcast that Deloitte hosted on March 2, 2011, which featured a panel discussion on advancing women in leadership. It also highlights some of the member firm IWD events from 2010 and encourages other member firms to host their own events using the resources and suggestions in the toolkit.
What it takes to be a leader in today's world and what it means to be a woman leader. Covers the future trends that will impact the world and what sort of leadership attributes will be needed to manage this constantly changing future whether in the corporate world or outside.
Never before in the history of mankind has there been a more desperate cry for men of character, honour, integrity, perseverance. The image of manhood has been marred and mangled by society, the media and generations of carelessness. In the midst of all this confusion there is a remnant of men, heroes, men of valour making that final stand: Called with a prophetic voice to the men of this generation commissioned in a ministry majoring in men declaring the standard for manhood, that manhood and Christ-likeness are synonymous. Calling men to responsibility, equipping them with practical patterns based on principles to maximize the potential that God has placed inside of them addressing every area of their manhood. Men who’s word is their bond. Men who do the right thing simply because it is the right thing to do. Men who do not compromise their beliefs nor the principles by which they live. These men are Faithful Men, their numbers are increasing all over the world and this world is experiencing the sons of God rising up to the challenge to be Real Men. Are you ready to be challenged?
Vinita Bali is the Managing Director of Britannia Industries Limited, one of India’s premier food companies. She has over 25 years of experience in FMCG companies. She began her career with Voltas in 1977 and then worked for Cadbury India and Coca-Cola in various marketing and leadership roles in India, UK, Nigeria, South Africa and the US. Under her leadership as MD, Britannia's revenue tripled to $841 million and it delivered its highest ever growth rate of 22%. She has received several awards for her leadership and contributions to business and CSR.
How Are Effective Combinations of Personal Characteristic types different in ...Hironori Washizaki
Yusuke Sunaga, Masashi Shuto, Hironori Washizaki, Katsuhiko Kakehi, Yoshiaki Fukazawa, Shoso Yamato, Masashi Okubo, “How Are Effective Combinations of Personal Characteristic types different in Controlled Project-Based Learning Courses?,” Proceedings of the 29th IEEE Conference on Software Engineering Education and Training (CSEE&T 2016), short paper, Dallas, USA, April 5-6, 2016.
This document summarizes the opening remarks and program for the 4th IPSJ International AI Programming Contest World Final in Yokohama. It introduces the directors and organizers of the contest. It lists the gold sponsors and supporters and provides an overview of the contest format and schedule, including team introductions, league matches, and an award ceremony recognizing the top 6 teams where the 1st place team will receive 50,000 yen.
Lessons from Legends - Inspiring and Invaluable quotes taken from the excerpts of speeches made by various guests in Great Lakes Institute of Management. In this series, presenting Ms. Anu Aga : inspiring words from her speech at Great Lakes Institute of Management.
An Experiment to Determine and Compare Practical Efficiency of Insertion Sort...Tosin Amuda
Sorting is a fundamental operation in computer science (many programs use it as an intermediate step), and as a result a large number of good sorting algorithms have been developed. Which algorithm is best for a given application depends on—among other factors—the number of items to be sorted, the extent to which the items are already somewhat sorted, possible restrictions on the item values, and the kind of storage device to be used: main memory, disks, or tapes.
There are three reasons to study sorting algorithms. First, sorting algorithms illustrate many creative approaches to problem solving, and these approaches can be applied to solve other problems. Second, sorting algorithms are good for practicing fundamental programming techniques using selection statements, loops, methods, and arrays. Third, sorting algorithms are excellent examples to demonstrate algorithm performance.
However, this paper attempt to compare the practical efficiency of three sorting algorithms – Insertion, Quick and mere Sort using empirical analysis. The result of the experiment shows that insertion sort is a quadratic time sorting algorithm and that it’s more applicable to subarray that is sufficiently small. The merge sort performs better with larger size of input as compared to insertion sort. Quicksort runs the most efficiently.
Vinita Bali has had a successful career in marketing and management across several major companies. She is currently the Managing Director of Britannia Industries Limited, one of India's largest food companies. Under her leadership, Britannia has significantly increased its revenue and market share. Bali began her career with Voltas in 1977 and later worked for Cadbury and Coca-Cola in various global marketing and strategy roles before joining Britannia in 2005. She has received several prestigious awards for her business and social impact leadership.
Lessons from Legends - Inspiring and Invaluable quotes taken from the excerpts of speeches made by various guests in Great Lakes Institute of Management. In this series, presenting Ms. Vinita Bali : inspiring words from her speech at Great Lakes Institute of Management.
Britannia is an Indian FMCG company founded in 1892 and headquartered in Kolkata. It is a leading manufacturer of biscuits, bread, cakes and dairy products in India. Britannia holds the largest market share in the Indian biscuit industry and is ranked as the country's second most trusted food brand. The company aims to dominate the Indian food and beverage market with a range of "Tasty Yet Healthy" products and have every third Indian as a consumer. It faces competition from companies like Parle and ITC in the biscuit market.
Proposals for the SWEBOK evolution process from the viewpoint of ISO/IEC/JTC1...Hironori Washizaki
Hironori Washizaki, Juan Garbajosa, “Proposals for the SWEBOK evolution process from the viewpoint of ISO/IEC/JTC1/SC7 standardization activities,” IEEE CS SWEBoK Evolution Virtual Town Hall Meeting, Aug 25, 2016
Lessons from Legends - Inspiring and Invaluable quotes taken from the excerpts of speeches made by various guests in Great Lakes Institute of Management. In this series, presenting Ms.Kiran Mazumdar-Shaw : inspiring words from his speech at Great Lakes Institute of Management.
Kobe Bryant was not always a natural leader. When he first started playing basketball for the Los Angeles Lakers, he was shy, immature, and uncomfortable in leadership roles. However, through experiences over his career including trials, errors, consequences, and holding himself and others accountable, he developed into a very successful leader and captain. While some natural abilities are required for leadership, Bryant's story demonstrates that great leaders can be made through skills development, experience, and personal growth over time.
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American International Journal of Business Management published an article analyzing how leaders develop. It discusses that:
1) Both innate traits and environmental factors contribute to leadership development, with about 30% of traits innate and 70% developed through life experiences.
2) Individuals must make a sustained personal effort to prepare, act as a leader, and reflect on their experiences. Organizations can help by identifying potential leaders and giving them opportunities to develop skills.
3) Developing as a leader is a lifelong process that requires continuous learning, self-improvement, and adapting one's leadership style to different contexts and followers. Both personal drive and organizational support facilitate leadership growth.
In the future year of 2025, leadership in the CPA profession will require certain key competencies and characteristics. Leaders will need to possess a high level of integrity and strong ethical values in order to maintain trust as business advisors. Great communication skills will also be essential, as CPAs must effectively convey their specialized knowledge both verbally and in writing. Additionally, successfully leading in 2025 will demand valuing teamwork and collaboration, as the profession relies increasingly on working with others from diverse backgrounds.
Reflect upon TWO specific observations made in the video tra.pdfabdulauto
Reflect upon TWO specific observations made in the video transcript that are particularly
significant to you in the context of 'Leadership in Asia'. Why are these observations
significant to you in your current role as a university student, and in your future career? Be
specific, and relate your response to 1-2 concepts/theories such as Fiddler's contingency
approach, Path Goal Model of Leadership, Vroom and Jago contingency model, or
Transactional versus Transformational leadership approaches
Video transcript:
1. The game has changed
Now what we're saying to the aspiring executive is a free to chase their dreams anywhere in the
world and in fact not only is it a desire for them to do so but it almost a mandatory requirement for
the company's harm them
if you're a global leader operating in this new paradigm the sort of skills that instantly become
more valuable the ones that empathy and understanding and it's almost expected that you
understand how different people going to develop their careers, what the opportunities are
available to them, you're culturally sensitive, your global in your perspectives, any worldly in your
approach
2. The power of "Experience Diversity"
ok a lot said these days about ethnic diversity gender diversity, but much less about experience
I've read I think that one of the key elements of good functioning team at the helm of a global
company is to have a broad range of global experience, bringing all these experiences together
will create different perspectives and a much better collective normal and lead to much better
strategic decisions. I think it's incredibly important global experience and when I say that I do not
just mean having lived in different countries but that doesn't necessarily mean our global leader
your global leader when you have led a process were led decision-making process have been part
of an executive management team that as the find a strategy executed the business management
process mistaken product to market four different countries that's really we were global is the
reason why that's super important in today's environment is that i'd firmly believes that every
company wants to be successful needs to have a top management team and layers below that or
a reflection of the markets that the focus
3.Understand, adapt, overcome
when you run a global organization that is comprising many different teams in so many different
cultures you have to be able to deal with that, listen to people, understand the differences,
differences in decision-making process, differences in products and how products and to differ
from each other in different markets and you need to spend a lot of time on the ground,
conference calls as good but physical presence in the market
as a leader and connect the two teams and adapt to their styles is incredibly important and in the
flexibility is not only important from an intellectual perspective it is also very important role in
Europe. I remember an experience when finish.
The document discusses leadership traits and whether leaders are born with them or can develop them over time. It argues that leadership traits like honesty, competence, initiative, inspiration, hard work, intelligence, and the ability to lead people are important. Traits like extraversion from the Big Five personality model can also help a leader adjust to different situations. Overall, the document examines the concept of inherent versus learned leadership traits.
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What Leadership Means to Me Essay
Leadership is one of the driving factors that determine organizational effectiveness and progression. In the VUCA world, the required leadership competencies have become
more comprehensive than ever before. Therefore, leadership development transcends the traditional concept of development of just an individual; it’s much more that today
Leadership is a complex concept that involves influencing others to achieve goals. Effective leadership requires skills like communication, vision, integrity, and motivation. Leaders must inspire trust and lead by example. Management provides structure and resources but does not necessarily require followership. While related, leadership and management are distinct, with leadership focusing more on human relationships and adaptation. True leadership cannot be reduced to formulas and requires an artful application of behaviors tailored to each situation.
The document provides an introduction to a course on leadership. It discusses key topics that will be covered, including definitions of leadership. Three examples of leaders are described who demonstrated influence over others in emergency situations, ability to inspire teams, and maintaining high standards. Common characteristics of these leaders are identified as the ability to inspire confidence, strong managerial skills, sound personal qualities, and determination. The document emphasizes the importance of building trust within teams and assessing performance by results rather than expertise.
The document discusses leadership and management. It defines leadership as establishing a vision and strategy, communicating the vision, motivating action, and aligning people to realize the vision. Management is defined as planning, organizing, controlling, and problem solving to efficiently operate systems and produce consistent results. While both are important, leadership creates new systems for managers to manage and drives necessary change, while management ensures day-to-day operations. The document also discusses debates on whether leadership is innate or can be learned and developed over time.
This document summarizes a presentation on enforcing the best leadership model to achieve organizational transformation. The presentation discusses the need for strong leadership during times of change in order to successfully transform an organization. It explores different leadership models and the qualities needed at various levels of leadership, from individual contributors to senior business leaders. The presentation also addresses challenges leaders face, such as increasing workloads and a volatile environment. It emphasizes the importance of succession planning and developing people. Finally, the presentation discusses how to effectively implement and enforce the right leadership model through clear processes, education to increase understanding, and raising the maturity level of leaders, people and the organization.
This document provides an overview of leadership styles between male and female leaders by comparing the leadership of Aditya Puri and Chanda Kocchar. It finds that while Puri leads HDFC Bank with a focus on avoiding risks and gradual scaling, Kocchar transformed ICICI Bank through innovative retail banking strategies. Overall, the document suggests that effective leadership depends more on the individual than gender, and that organizations benefit from diverse leadership styles.
1) The document discusses the concept of leadership and proposes a model called "Proof of Leadership" to define it.
2) "Proof of Leadership" identifies six key dimensions of leadership: the leader's vision, beliefs, change model, ability to influence, values, and behaviors.
3) The model is then applied to analyze several iconic, business, and political leaders like Martin Luther King Jr., Abraham Lincoln, Steve Jobs, Alan Mulally, Hillary Clinton, and Donald Trump. Applying the six dimensions provides a concise way to understand the essence of each leader's approach.
Indian models of leadership presentation by Prof. Neeraj AgrawalNeeraj Agrawal
These days ‘leadership’ is the in thing– everybody wants to be a leader.
Interestingly, a few years ago, ‘manager’ was the role people aspired to and the top team was called the ‘management team’ of the organisation.
Before that, ‘administrator’was the aspired role – think about it – MBA is the short form for Masters in Business Administration; IAS is an acronym for Indian Administrative Service.
‘Leader’ is a role that an individual plays.
Leading is what people do when they are in the leader’s role.
Leadership includes the context that make any organisation –
Relationships
Culture,
Systems,
Structures,
Processes
It means that leader development is not the same as leadership development,
but most programmes deal with leader development without a focus on developing systems, structures, culture, and processes in the organisation.
People’S Beliefs On How Individuals Become Leaders AffectMiles Priar
1. Early leadership theories focused on distinguishing innate qualities between leaders and followers, while more recent theories emphasize that leadership skills can be learned and developed through training and experience.
2. Great leaders are often described as having innate characteristics like charisma, confidence, intelligence and social skills. However, other theories posit that leaders are made, not born, and that leadership abilities can be developed through teaching and observation.
3. Modern theories have identified important leadership qualities like vision, communication skills, ability to motivate and inspire followers, adaptability to different situations, and learning from experiences. The most effective leadership style
Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made.
This presentation is the result of my research. You can also see a video that goes with this presentation on YuouTube under the URL
http://www.youtube.com/watch?v=UDp87fxfXoM
What is Leadership? Essay
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1. 'Right now there is a huge leadership vacuum'
For Vinita Bali, one of India's popular business figures, leadership is about pursuit of excellence,
which eventually helps achieve success. Bali, in-charge of Britannia, believes that besides other
things leadership is foremost about ownership and accountability. In a freewheeling chat
with the Hindustan Times she reveals various facets of leadership.
Is leadership ingrained or can it be nurtured?
It's not just embedded in one to be a leader. Leadership is fairly multi-dimensional where it's a
question of one's own initiatives, the experiences and the context
of those experiences.
A part of it is contextual and a part of it is an innate desire to do
something different and meaningful. For me leadership is about
taking responsibility to change something for the better.
It could be an ideology, a product, and a cause for the country or
the environment. But yes, all leaders display great courage and
responsibility.
Do you think we have nurtured enough leaders after
Independence?
We certainly have leaders who have shown leadership skills in
different and difficult circumstances. Leadership is not a flash in
the pan, or about being opportunistic.
It is about consistency. It's a marathon and not a sprint. If you look
at some of the emerging industries such as software or
biotechnology; all of which is less than 20-25 years old.
If you look at the art, or even Hindi cinema; the way themes have
changed are all brought about by people who have had enough of
status quo.
So, do we have enough leaders…?
Right now there is a huge leadership vacuum. As a country we
are continuing to struggle to emerge an effective democracy. We
have to learn to prioritise on what is more important.
2. Also, in many ways it is tougher to be a leader because you got many more and multiple agendas to
cater to. Over a period of time we are dealing with both greater complexity and ambiguity.
Thus the leadership skills themselves have to be very different. It is not about looking up to a leader.
We are learning to deal with how do you have conflicting agendas and yet make progress.
You made an unconventional choice early in your career when you chose to work in markets such
as Nigeria and South Africa. What was the core reason behind this?
In the 80s, it was quite unusual for somebody from India to go and work in the marketing. Nigeria
was an unconventional choice but to my mind it was an opportunity to go and really make a
difference.
The attraction was to walk into an unfamiliar territory and do something about it. That worked really
well leading to a second opportunity in South Africa in 1994.
Any particular lessons that you picked from making this choice?
When you are thrown into an environment you are not familiar with, the learning ability increases.
You become more adaptable and you learn how to establish credibility in a shorter span of time.
Also, I have developed another hypothesis that it's easier to bring about a change if you are an
outsider. So, if you look at it from a macro perspective the biggest change agent before
Independence was Mahatma Gandhi who more or less was an NRI. He did not have the baggage of
the context and reality.
What are your core leadership traits and has it evolved over years?
I don't shy away from taking ownership and accountability. All leaders must have large amounts of
energy and enthusiasm, especially when you are looking at creating a large change.
Leaders pursue excellence that leads to success. Pursuit of excellence is inspirational and I see it in
sportsmen and in artists. I wish there was a greater pursuit of excellence in the corporate world.
Who do you look up to?
Nelson Mandela and Aung San Suu Kyi are two leaders I admire. They stood for principles and
emerged with no semblance of any deterrence after years of isolation.
Then there are other source of inspirations including Steve Jobs and Richard Branson who created
and did things differently.
Do you think leadership comes easy to a woman?
Leadership is genderless. Either you have the qualities of a leader or you don't. Leadership is
timeless
3. ‘Leadership style has to be situational’
Heading a workforce of 170,000 at a $38-billion hospitality chain is no easy job. Especially, if the
chain operates more than a thousand hotels under the Radisson brand and almost the same number
of restaurants under TGI Friday’s besides travel service company Carlson Wagonlit Travels, it
requires not just deft leadership skills, but plain speaking as well, says Hubert Joly, president and
CEO, Carlson Rezidor Hotel Group in an interview. Excerpts.
What are the main attributes of a leader?
First is the ability to set directions. Second is to build a high-performance team depending on
circumstances. Third is integrity — doing what is right and essential. And the fourth is producing or
delivering quality results.
As a rank outsider to the hospitality industry, do you think the leadership skills required here are
different?
Yes and no. Yes because if you look at various industries such as semi conductors or jet engines,
the success factors are very different. For example, R&D would be a very long-term perspective in
jet engines and you may need to take a 30-year perspective. So each sector is unique. And no
because the basic leadership attributes tend to always remain the same.
Does your leadership style differ according to geography?
Leadership style has to be situational. One has to deal with different cultures, which have some
specificity, though, I do believe that human values around the world are actually quite common.
Talking of human values, do you think as far as leaders are concerned morals have changed over
time?
The fundamental values of wisdom such as what is the meaning of life, why we are here and what is
the purpose of what we do, have been around for a long time. As companies or as individuals we go
wrong only when we deviate from these values and the system. The recent crisis is an example of
this, when greed becomes pervasive and there is loss of the sense of purpose.
Tell us about your experience as a French guy running an American legacy firm?
When I became the CEO of Carlson, it was the fourth time I was moving to the US — we have lived
in California twice and in New York twice. Over the years I have tried to develop a sensitivity to some
of the nuances that do not exist particularly in France. For example, in France there is heavy
emphasis on theory whereas there is more pragmatism in the US.
What about India?
There is one thing that is very striking in India, which is the difficulty to say no. If you ask somebody
to do something it’s very difficult for them to say no.
4. As a leader, are you a consensus builder or a top-down guy?
I use different styles. Sometimes my style is effective and sometimes it is not.
How do you get rid of non-performers?
The key element of leadership is the development of a high performance team. When you take up
the job of CEO of different companies, you always find great performers, medium performers and
bottom performers. If you do not pay attention to this bottom, they drag everybody down. So I never
hesitate to remove the bottom performers in terms of their performance or attitudes. It is
extraordinary how it uplifts the rest of the group. Now that you have removed the bottom quarter or
the bottom third there is a new bottom quarter and bottom third. So it’s a constant engineering of the
team. Today in Carlson’s global executive team, 70% of the members are new compared to four
years ago.
Name two non-business leaders you admire
I have great admiration for Winston Churchill, I admire him for his creativity and leadership. In your
country Mahatma Gandhi was somebody extraordinary. As (US President Franklin Delano)
Roosevelt said you must do things that you think you cannot do to become a leader. As leaders, we
need to do things we have not done before.
‘There is need for regulatory changes’
Founded in 1935 as Bell Aircraft Corporation, Bell Helicopter has set the pace for the industry.
Besides being the first to obtain certification for a commercial helicopter, Bell has delivered more
than 35,000 aircraft around the world. John L Garrison, president and CEO, Bell Helicopter talks to
How important is the Indian market for you?
We are the leader with a 42% marketshare. There are 107 bell aircraft operating in India. I would be
disappointed if we don’t see double-digit type percentage growth in India.
India’s airline market has grown fast, but helicopters have lagged behind. Why?
There is need for a change in the regulatory environment. If you look at the emergency medical
services in India, you have to take pre-clearance before take-off and that defeats the purpose of an
emergency helicopter. We also need infrastructure, helipads, heliports.
What is your strategy going to be in India?
Jubilant Enpro has been our independent representative for 16 years. They have done a great job
and we are very pleased with our partners in India. There are tremendous opportunities in tourism
sector and emergency medical services. We will build our supplier base and are talking to
companies
5. Price rise is an unavoidable scenario now
In his post-budget interview, finance minister Pranab Mukherjee talks to NDTV chairman Prannoy
Roy and chairman Business Standard Ltd TN Ninan about reforms, subsidies and compulsions of
coalition politics. Edited excerpts: Prannoy Roy: Is this one of the most difficult
political times for you?
This is a difficult time both politically and economically. Back in 2008, when I assumed the
responsibility of finance ministry after a quarter century, it was one of the most difficult year because
of the international financial crisis.
Roy: That time you had the Left, now you have the Trinamool?
No, you know the alliance partner or the alliance supporter, net result is the same that I shall have to
carry conviction with them
Roy: Which is easier to carry though, Left or Mamata?
It's very difficult to make an assessment but anyway the net result is same. In a country of India's
size you cannot go for general elections every year.
Ninan: Looking at your numbers, it seems to me that you've actually left the job still to be finished
because you've shown reduction in the petroleum subsidy bill for next year and a sharp reduction at
a time when oil prices have gone up, the implicit assumption or conclusion that one can draw that
you're going to be raising petroleum product prices some time, is that a correct conclusion?
No when I said you shall have to make the subsidies to 2% of the GDP and in the next three years it
will have to be brought down to 1.75% of the GDP, message is quite clear. There are two ways you
could do it, you could do it through legislative actions or you could do it through executive actions.
Roy: No I think what Ninan is saying that Rs. 68,000 crore is the subsidy on petroleum this year, next
year you've said Rs. 43,000 crore, so Rs. 25,000 crore less subsidy on petroleum. Does that mean
there will be a hike in diesel prices or petrol prices in coming months?
Prime minister has clearly indicated these are the areas where executive actions are called for. Like
petrol is already deregulated. Petroleum has been deregulated in last June.
Roy: So prices will go up?
Ninan: Is that the intention that prices will go up?
Yes, it seems because $90 was the assumption when I presented the budget last year, average
prices would be $115, today it has gone up to $120 or $123. I’m keeping a daily track on the Brent
crude prices
6. ‘God is in the details, profit in niches’
Being the eldest son of the industrialist Rahul Bajaj, Rajiv, 45, got the world’s fourth largest two-
wheeler firm as part of his inheritance. But in 2001, barely a year after he unofficially took over the
reins of the firm, he saw Bajaj Auto slip and lose its No. 1 position in India for the
first-time in 45 years. Under his leadership, the company has transformed from one of the largest
scooter manufacturers in the world to a potent motorcycle maker. Excerpts from an interview:
How do you define a leader?
A leader is the chief custodian of the brand-force of the organisation, the equivalent of what a doctor
is to the immune system of a human being.
What are a leader’s crucial traits?
To understand how the market outside is evolving. To adapt the organisation to this evolution. And
to ensure that the entire organisation remains aligned and does not fall apart while adapting.
As the head of the nearly Rs. 20,000 crore Bajaj Auto, how do you cultivate leaders?
Thankfully, I don't have to. They shine through. When I observe one I merely empower them.
Can leadership be learnt? How can a manager become a leader?
Sure! An attitude of leadership can be cultivated by anyone by understanding the weakness in his
area of work and then making improvements to overcome them. Leaders demonstrate leadership
through their performance.
What is the role of a professional leader in a promoter-driven company?
Its the same as any other. In team work, work is more important than team. In a family business,
business is more important than family. Leadership is not a matter of aristocracy but one of
meritocracy even in a family business.
What is the role of a leader in uncertain times like today’s?
It is as Al Ries defined: to find the future in current activities of the organisation. Not to defocus it to
derisk it.
Why has the role of business leaders come under cloud of late?
Because corporate greed has reached new highs.
What role can good leadership play to counter balance this image?
Good leadership is not corrective but preventive; it should prioritise the bottom line so that the
organisations don’t run amuck chasing profitless growth.
7. Your one-line leadership mantra?
God is in the details, profit in niches.
If your children were to join the family business, what would be the one guiding principle you would
give them?
It would be Charles Darwin’s wisdom: its not the strongest or the most intelligent of the species that
survives, but the ones that are the most adaptive to change.
Who are leaders that have inspired you?
Homoeopath Dr Rajan Sankaran of Mumbai, Yogacharya Guruji Bks Iyengar of Pune, marketing
strategist Jack Trout of the US.
Homeopathy and leadership?
Yes, contrary to looking at things as piecemeal, like the blind men and the elephant I found that if
one looks at things more holistically as homeopathy does, one is likely to achieve far deeper
solutions and solutions that are sustainable over time. This approach has reaped good We have not
gone down the MBA route in how we approached our business, we’ve gone down the homeopathic
route and so far it works for us.
What is the biggest leadership lesson you’ve learnt?
That most important truths are often contra-intuitive. For example, to sell volumes you must market a
niche. Or that we don’t manage our brands, our brands manage us.
'India an exporter of talent for us'
With eight consecutive quarters of growth behind it, Hindustan Unilever (HUL) has been able to ride
the stress of rising input costs, a falling rupee and changing business environment, with some
success. But how does it plan to sustain this growth? By focussing on new products, especially in
the
premium range, the company’s chairman and parent company Unilever’s chief operating officer
Harish Manwani told Hindustan Times. Excerpts:
High input prices, global uncertainty, rupee fall…how do you see them impacting HUL’s
performance?
In the global context, there is absolutely no doubt that the economic scenario is uncertain. In the
long term, India is a growth story — there is no question about it. Shorter term, are there
challenges? Of course, there are challenges in the sense that commodity cost inflation is high. We
had some issue on devaluation, (but) now the currency has stabilised.
What are the mega trends that are driving HUL today?
In a country of our size, there are a large number of consumers who are constantly moving up and a
large number of consumers who are entering the economy. There is a market emerging for
premiumisation — people want to use products that have value-added benefits. Premiumisation of
categories is not about perception, it’s about delivering extra benefits for which people are willing to
8. pay because they believe it has better value. Our products at the end of the day are affordable
indulgences and a very affordable luxury.
With Starbucks announcing its entry, what is HUL’s strategy for its Bru cafés?
We are not in the business of retail. We are in the business of creating consumer experiences and
we are not competing with anybody. We are not going to open thousands of Bru shops because we
have suddenly decided we now want to be in the business of opening coffee shops.
What we will do is open as many Bru outlets as necessary to augment customer experience where it
makes commercial sense.
How and where does HUL fit into Unilever’s overall growth strategy?
India is important to us because India is a net exporter of talent for us — 240 managers out of 1,400
managers working outside India for Unilever are from HUL.
For FMCG business, we follow people and we follow money. So, where there are consumers and
where GDP is growing, the delta is more important than the absolute levels.
India, Brazil, China and Indonesia — these are our fastest-growing markets because they also
happen to have very large population base and the scope for market development is high. We are
fortunate that 55% of our business comes from developing markets.
Is HUL looking at acquisitions?
We will constantly be tracking opportunities of industry consolidation and movements. If we believe
there is an opportunity for us to acquire any business that is a bolt-on to our core category in a core
geography, we will go for it.
We have not done any acquisition in this market because frankly there has not been an opportunity
of an acquisition which we believe is accretive or gives us anything we can’t do organically. If we get
it, we have a strong balance sheet, there’s no issue at all, we can do it tomorrow.
'Leadership is thinking out of the box'
One of India's 48 billionaires - the latest Forbes rich list ranks him at 270 with a net worth of $4.1
billion - Uday Kotak, 53, vice-chairman and managing director, Kotak Mahindra Bank says
leadership is about being disruptive and thinking out of the box.Excerpts from an
interview:
What would be the defining trait of leadership, according to you?
Leadership is building a team having a common purpose, and executing that purpose. It is about
identifying an opportunity in advance and most of the times people see it after it's gone. For
example, nobody saw an opportunity in tablets but Steve Jobs. Even the consumer didn't know that
they have a need. So when an opportunity flows most people ignore it. And once you get that
opportunity, your ability to execute it - that is the key difference between success and failure. There
are many visionaries but success is with the person who executes that vision. People underestimate
the importance of execution.
9. How do you identify opportunity and execute it?
You have to follow your own instinct. Humans have a tendency to think that it is too risky, or I can't
do that. In India we have two diseases, what I call needling and tolding. You ask any manager and
he will say we need to do this - in that case why don't you do this. And second is tolding - I have told
him, or passed on the work to someone else. Why have you told him, why haven't you done that
yourself.
What is your leadership style?
I like to build consensus, but once I'm clear about something then I
decide. I try to carry my team along but I am not scared to take a
decision if it is not popular.
I also think leadership should not be predictable. If it's too
predictable then people know that if they behave in a particular
manner, then the boss will react in a set way. But unpredictability
does not imply inconsistency - you have to be consistent in your
philosophy but must have the ability to think out of the box.
Any such instance of unpredictability you can recount?
It was not an easy decision for us to buy back the Goldman Sachs
stake in 2006. The predictable thing was to sell out but we finally
looked deep inside and went with our conviction - which brings to
another important issue about leadership. That the line between
conviction and foolhardiness is very thin.
Has the job of a leader become tough in times of a slowdown,
especially when he has to take a decision on downsizing?
Every downturn is an opportunity because if you have the right
strategy and you execute it right, then post-downturn you have
chances of getting a higher market share.
But often employees are the last to know about
developments. Is that due to a lack of respect or is the leader
too scared to tell the truth?
I think it is both. It is extremely important to carry your team in
good and bad times. And when leadership does not have the trust
of its people, it's a huge sign of weakness of the firm. The two
most important constituents of any firm are customers and
employees. With both these categories I put disproportionate
importance to trust. Conduct of a person builds trust and trust is
fragile, it has to be nurtured. A firm must give as much importance
to internal communication as to external communication.
So where do most leaders go wrong?
Most of the times people struggle on the 'who' and lose the sight of
'what'. It is not about who is right, but what is right. Stick to the
10. principle of what is right and manage the who separately.
Which historical leader do you admire most and why?
Mahatama Gandhi, he was the smartest negotiator in the world. What negotiating leverage did he
have when he went to the queen in a dhoti and yet, he shifted the negotiating leverage in his favour -
as if saying that I am half naked because of what you have done to my country. The way Gandhi
used fasts as a negotiating leverage, smartly, time and again, that too in era of no mobiles - he is the
one of the smartest negotiators history has seen.