In February 2019, Roshan Thiran (Leaderonomics Group CEO) together with Parthiban Vijaraghavan and Riddhi Parikh (from Leaderonomics India) conducted roundtable sessions with India business leaders and HR directors in Hyderabad, Bangalore and also in Mumbai. Attached are the slides presented by both Roshan and also Parthi/Riddhi.

1. Growing People In Leaders, Building Communities of Love, Transforming India
Leaderonomics India Roundtable Mumbai
Roshan Thiran & Parthiban Vijayaraghavan & Riddhi Parikh
roshan.thiran@leaderonomics.com
parthiban.v@leaderonomics.com
Riddhi.parikh@leaderonomics.com
+91 8484857426
+91 9820556505
www.facebook.com/roshanthiran.leaderonomics
https://www.linkedin.com/in/roshanthiran/

2. Growth
Time
My Evolution into the world of Transformation
10. Johnson & Johnson
Industry : Healthcare
Function: HR
Global Role
9. GE Asia Pacific
Industry : Multi
Function: HR
Asia Role
7. GE Aircraft
Industry : Aviation
CFO & Biz Leader
8. GE Crotonville
Industry : Multi
Function: HR
Learning Leader
6. GE CIG
Industry : Multi
Function: IT
Project Mgmt Global
5. GE Capital
Industry : Financial Service
Function: Finance/Sourcing
Europe Leader
4. NBC Universal
Industry : Media
Function: Finance
Product Leader
1. GE Investments
Industry : Investment Banking
Function: Business Dev
Individual Contributor
3. GE GCS
Industry : Oil & Gas
Function: Finance
Inventory Mgmt
2. GE International
Industry : Multi
Function: Finance
Analyst Global
12. Leaderonomics
Industry : Multi
Function: CEO
Business leader
11. Star Media Group
Industry : Media
Function: CEO
Business leader

3. 3
Problem 1: Fixing HR
If the Human Resource Function is
broken, and people are our No. 1
Assets, how can we truly transform
people and organisations?

7. And be Value Creators for all constituencies?

8. Value creation for employees

9. 1-9
Problem 2: Enabling
Organisations to Thrive
Why Can’t Some Organisations Scale
and Grow? What is stopping them?

10. So, why do companies FAIL?
QUESTION ?

11. 70% of all Change or Transformation programs
Our research on Change has the following findings on
transformation projects:
•100% of all “Successful” projects had a good technical
solution/approach to it
•98% of all “Unsuccessful” projects had a good technical
solution/approach to it

12. Because of people …

13. Because most people are
frustrated with change !

14. The only person who likes change is
a wet baby.
Attributed to Mark Twain
Quote

15. 1. What percentage of people reach their target weight ?
2. What percentage of people maintain their target weight?
3. What percentage of people quit smoking and never start again?
4. What percentage of people quit smoking after a physical crisis?
5. What percentage of re-engineering efforts are successful?
6. What percent of companies on the 1955 Fortune 100 list are still
around today?
7. What percent of Fortune 500 companies on the 1970 list had vanished
by 1985?
8. What percent of executives in Fortune 500 companies who had
financial losses in 1993-1994 attributed it to poor leadership and lack of change?
Change Quiz

16. 1. What percentage of people reach their target weight ?
2. What percentage of people maintain their target weight?
3. What percentage of people quit smoking and never start again?
4. What percentage of people quit smoking after a physical crisis?
5. What percentage of re-engineering efforts are successful?
6. What percent of companies on the 1955 Fortune 100 list are still
around today?
7. What percent of Fortune 500 companies on the 1970 list had vanished
by 1985?
8. What percent of executives in Fortune 500 companies who had
financial losses in 1993-1994 attributed it to poor leadership and lack of change?
4%
1%
16%
43%
30%
32%
41%
>50%
Change Quiz

17. Frustrated with
CONSTRAINTS
imposed
These constraints ensure
they remain disengaged &
unproductive

18. Organisational
Constraints
Individual
Constraints
There are 2 ‘terrible’ constraints
stopping us from becoming best in the world:

19. My Research on Organisational Constraints
THE 4 CONSTRAINTS FRUSTRATING YOUR EMPLOYEES
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
• Clarity

20. Flawed Business Models :
Great technologies, products and services must also have the right business models to support and sustain them
Poloroid

21. My Research on Organisational Constraints
THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
• Clarity

22. Jack
Welch
… and Six
Sigma at
NBC

23. Principle
Talent needs to be MANAGED
& DEVELOPED. This includes
enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development
Programmes
Learning Curriculum
Talent Acceleration
Programmes
Feedback & Reflection
Principle
Identify & select leaders that
have the passion, desire and
ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership
Program
Competency Model/Values
Enterprise Assessment
System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To retain talent, 2 key factors:
1. Internal motivations (comp/ben,
engagement
2. External factors (company brand
& mktg perception)
Process and Tools
External Branding initiatives
Mentoring Programmes
Engagement Programmes
Total Rewards Structure (Comp &
Ben)
External Perception of the
Organisation & Leadership
Culture of Organisation
1) Organisational Responsibility – are
we building the process?
Talent
Acquisition
Talent
Development
Talent
Retention
An Infrastructure to Enable
Leadership Development

24. Which is more important?
People or process?
Question

25. The People vs Process debate’s winner is:

26. My Research on Organisational Constraints
THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
• Clarity

27. Transformation
Above all,
a leader must be
_________.

28. Transformation
Above all,
a leader / change
agent must be
_________.

29. Transformation
Above all,
a leader / change
agent must be
clear.

30. Time
Where are we today? What’s the reality at your Geodis?
Ability/Achievement
Geodis Vision & Dream
3 Leadership Clarity needs for your team. .
.
Are you changing?
Are you executing?
What’s the
PLAN?KR1
KR3
KR2
Mission Clarity
Vision Clarity
Reality Clarity

31. No stress zone
Parental /
familial Secure
base
irst leadership experiences
Formative Secure
base
Competition
Practical leadership – build initial success stories (traits, competence)
Build technical/functional competencies to support vision
Develop clear goals and aspirations
Sense of what
leadership is for self
Clear
leadership
POV
Builders of communities of
love
Connect the ‘dots’
Mentor to others / Knowledge transfer
Driving changeAgency
Developing basic leadership competences
Develop ‘moral’, ‘performance’ and ‘intellectual’
character
Developing vision for self and clear
sense of purpose
Developing vision for organisation
Age 0-12 19-2413-18 25-34 35-50 >50
Foundational
Leadership
FOUNDATIONAL EMERGING EXECUTING
Formative
Leadership
Practical
Leadership
Leadership
POV
Executing
Leadership
Teacher & Builder
Of Leaders
Searching for identity
Crucible Moments
Intelligence development
Character / values
formation
First job, boss and relationshipsSecure base
Self-awareness &
vision
Intelligence and
capabilities
development
Decision Making &
initiative
Critical events
Leadership
Value finalisation Living values Align to organisational values
Identity formation
First role models
The Science of Building Leaders

32. The Science Behind our 4 Constraints
Zooming into Culture
Note: The 4 constraints model is based on the work of Roshan Thiran
who spent more than 20 years studying various successful and failed
organisations. The model is copyrighted to him and has been used in
many successful organisational growth, transformation and scaling
projects

33. The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE IS A RESULT OF BELIEFS IN AN
ORGANISATION1
BELIEFS/MINDSETS Are Driven by
EXPERIENCES & RITUALS

34. New York city in 90s …
The broken window theory

35. MINDSET
Model Extracted from PIL Results Pyramid
The Science of Culture
Rituals/Experiences Have A Direct Correlation to Results

36. The Science of Culture
Leaderonomics Beliefs of Sharing, Giving, Helping Each Other is a Direct Result
of ‘Weird’ Rituals We Practice
Friendship is prioritized
over goals. Many rituals
at Leaderonomics is
designed to enhance
friendships and to
ensure that work is
about working hard
together as friends
Significant Direct
interactions & Rituals
(Huddles, Employee
Meetings, Pranks,
Birthdays, Customer Tours,
Retreats etc) that promote
social interactions and
cultivate social hormones
that drive trust and bonding
In 10 years we have never fired
anyone for making a mistake.
Mistakes are OK and celebrated.
We share mistakes and talk
about them so everyone can
learn from each other. No need
to cover up and blame other
people. At the end of the day, all
mistakes made is Roshan’s fault
Bonus is not for
individual achievements
but for team results.
60% of our bonus is for
company achievement
and 40% is for your
team achievement. No
bonus is ever given for
individual achievement

37. A Culture that has a good
blend of:
1.Endorphin: the pain-masking chemical
2.Dopamine: the goal achieving chemical
3.Serotonin: the leadership chemical
4.Oxytocin: the chemical of love
The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE = RITUALS THAT PRODUCE
CHEMICALS2
Good Culture Bad Culture
A Culture that is driven by:
1.Endorphin: the pain-masking chemical
2.Dopamine: the goal achieving chemical
3.Cortisol : the stress, anxiety and fear
chemical

39. The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE SHAPED BY OUR VALUES &
KEY BEHAVIOURS IN ORGANISATIONS3

40. The Science of Culture
Leaderonomics Values Directly Connected with Selfish & Selfless Chemicals
Drives Selfless/Social Chemicals:
1.Serotonin: Pride in Team and People
2.Oxytocin: the chemical of love & Bonding
Relationships
Oxytocin: When we give and see others giving, we
get huge doses of Oxytocin into our systemGiving
Drives Selfless/Social Chemicals:
1.Endorphin: growth is painful
2.Dopamine: the goal achieving chemicalGrowth
1. Dopamine: When we help other succeed and
achieve our goals, we get huge dopamine kicks
2.Oxytocin: When we empower others, we get huge
doses of Oxytocin into our system
Empowering
Build The Future Oxytocin (collaborating and building together),
Dopamine (for achievement), Endorphins (delay
gratification) & Serotonin (pride in doing it together)

41. The Science of
CultureHow Leaderonomics BE Traits is Directly
Related to Science of Happiness

42. “For performance to go any higher, the limitation is not competency,
…it is culture.” – A Leaderonomics saying

43. My Research on Organisational Constraints
THE 4 CONSTRAINTS FRUSTRATING YOUR EMPLOYEES
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
• Clarity

44. www.facebook.com/roshanthiran.leaderonomics
www.linkedin.com/in/roshanthiran/

45. Growing People Into Leaders, Building Communities of Love, Transforming India
Leaderonomics India
Parthiban Vijayaraghavan& Riddhi Parikh Mehta
parthiban.v@leaderonomics.com
riddhi.parikh@leaderonomics.com
+91 8484857426 – Parthiban (Parthi)
+91 9820556505 - Riddhi

46. India & the world
needed a little
fixing…
We thought we’d try.

48. What if…
we invested ourselves into growing people into
leaders?
(instead of leadership by fear and hate!)
Instead of creating bad companies and eroding shareholder value

49. In 2019, we are setting up Leaderonomics
in India to help transform our nation . . .
Leaderonomics is a cause-driven
leadership development firm whose
primary purpose is to solve society’s
problems through leadership
development. We believe everyone
has the potential to be a leader who
can positively and significantly make a
difference in their community and
organisation.

50. To Transform India
by growing people into leaders
by building communities of love
Why We Do What
We Do In India

51. THE HOW - HOW WE DO WHAT WE DO
Growing Leaders through Our Science of Building Leaders Approach
No stress zone
Parental /
familial Secure
base
irst leadership experiences
Formative Secure
base
Competition
Practical leadership – build initial success stories (traits, competence)
Build technical/functional competencies to support vision
Develop clear goals and aspirations
Sense of what
leadership is for self
Clear
leadership
POV
Builders of communities of
love
Connect the ‘dots’
Mentor to others / Knowledge transfer
Driving changeAgency
Developing basic leadership competences
Develop ‘moral’, ‘performance’ and ‘intellectual’
character
Developing vision for self and clear
sense of purpose
Developing vision for organisation
Age 0-12 19-2413-18 25-34 35-50 >50
Foundational
Leadership
FOUNDATIONAL EMERGING EXECUTING
Formative
Leadership
Practical
Leadership
Leadership
POV
Executing
Leadership
Teacher & Builder
Of Leaders
Searching for identity
Crucible Moments
Intelligence development
Character / values
formation
First job, boss and relationshipsSecure base
Self-awareness &
vision
Intelligence and
capabilities
development
Decision Making &
initiative
Critical events
Leadership
Value finalisation Living values Align to organisational values
Identity formation
First role models

52. THE HOW - HOW WE DO WHAT WE DO
Building Sustainable Communities Through Our 4 Constraints Methodology
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects

53. THE WHAT - WHAT WE ACTUALLY DO
Growing People Into Leaders, Building Communities of Love &
Transforming The Nation Through Our 3 Pillars
CONTENT SERVICES
Growing people into
leaders by providing
leadership fuel in multiple
formats and Enabling
organisations to tell
authentic stories through
engaging content
COMMUNITY DEVELOPMENT
Building sustainable
communities by building
foundational leadership in
children, youth and young adults
through impactful contributions
CORPORATE DEVELOPMENT
Enabling organisations to
grow their people into
leaders and building their
organisations into thriving,
effective and impactful
communities of love

54. HOW WE ORGANISE OURSELVES
Our service offerings that have been developed over the past 10 years
COMMUNITY DEVELOPMENT CONTENT SERVICESCORPORATE DEVELOPMENT
TEAM
STRATEGIC
ENGAGEMENT
BUILDING
EMPLOYEE
INTELLIGENCE

55. Corporate
Talent Acceleration
Program
Learning & Development
Employee Intelligence
Content
Leaderonomics.com
Employer Branding
Youth
NGO
Campus
Community
LEADERONOMICS INDIA - WHAT WE DO

56. LEADERONOMICS INDIA: Learning & Development
Enable Indian organisations to grow/scale by
developing learning curriculum aligned to your
organizational’s business strategy and secret sauce
How we do it:
1. 4D Scientific Method (Diagnose > Design > Develop >
Deliver)
2. Curate and develop learning and development
calendars based on 4 Areas of Mastery (Business
Mastery, Personal Mastery, Functional Mastery and
Leadership Mastery)
3. Delivered through various formats including, but not
limited to: simulations, role plays, workshops,
immersive experiences
Leaderonomics
Corporate
Learning &
Development

57. Learning is outdated
Classroom

58. Learning
Experientialapproach
Leaderonomics’

59. WHAT We Do: Our Experiential LEARNING methodology

60. HOW WE DO WHAT WE DO
Growing Leaders through an Accelerated Experiential Approach

61. TAP
Experiential
learning
workshops
Simulations
Business
Projects
CSR
Projects
IDP
Field Trips
Networking
Internal &
External
Leaders
Sharing
Rotations
Reading
Plans
Employee
Intelligence
Coaching
Mentoring &
Feedback
HOW WE DO WHAT WE
DO - TAP
Key Customised Elements
(depending on context and
business) in Our Talent
Acceleration Programme
(TAP)

62. EMPLOYEE INTELLIGENCE SERVICES
Growing Insightful and reflective Leaders & Enabling Organisations to Build Powerful and thriving
communities through data and employee intelligence

63. Our Purpose: Enabling organization to intimately
understand, develop and leverage their #1 asset,
their people through data and intelligence
What We Do: A process of identification of your best
talents leading to effective succession planning
How we do it:
1. Understand Business Strategy and Key Employee
Intelligence Factors/Measurements
2. Leverage Intelligence tools
a. Competency Intelligence
b. Personality Intelligence
c. Behavioral Intelligence
d. Values Intelligence
e. Motivation Intelligence
f. Potential Intelligence
3. Provide deep intelligence on employees
4. Power organisations to make insightful employee
decisions based on facts and data
Leaderonomics
Corporate
Employee
Intelligence
EMPLOYEE INTELLIGENCE SERVICES
Growing People and Organisations Through Data & Intelligence

64. EMPLOYEE INTELLIGENCE SERVICES
New Employees
Management
Training
Candidates
Scholarship
/ Award
recipients
Current
Employees
In-House
Talents
Scenario-Based
Assessment Centre
Business
Simulations
Bootcamp
Online
Intelligence
Activity-Based
Assessment
Centre
APPROACHESAUDIENCESPURPOSES
SELECTION DEVELOPMENT
TALENT
IDENTIFICATION
SUCCESSION
PLANNING
Impacting All Your Employees Through Data and Insightful Assessments

65. www.facebook.com/roshanthiran.leaderonomics
www.linkedin.com/in/roshanthiran/