This document profiles Mirza Yawar Baig, an international speaker, trainer, author, and leadership consultant with over 16 years of corporate experience. It outlines his work experience, education, publications, clients, and areas of expertise. The document also discusses key ingredients for success in global corporations, including global experience, functional expertise, relationship building, and multi-cultural skills. It warns of potential career derailers like lack of inspiration, cultural misfit, inability to deliver results, and being risk averse or lacking passion.

1. Leveraging Success
Being consciously successful

2. Mirza Yawar Baig
Opening the world, one mind at a time©
Work Experience:
 International Speaker, Trainer, Author, Coach, Leadership
Consultant with 16 years in Corporate General Management,
31 years in Training & Organizational Development, Family
Business & Entrepreneurship
Director / Professional Member:
 Center for Conflict Resolution & Human Security
 Indian Society for Applied Behavioural Science
Entrepreneur:
 1994: Founded
Education:
 IIM-A , P-CMM®, MBTI©, WSA©, ISABS
Books:
 It’s my Life
 The Business of Family Business
 An Entrepreneur’s Diary
 Hiring Winners
 20.10.2010-55 – Life Lessons of 55 years
 Leadership is a Personal Choice
Member Consultant Panel:
USA
 GE Corporate University, Crotonville
 Oracle Corporate University, CA
 AMA International, New York
 Andersen Corporate University, MN
India
 SVP National Police Academy, Hyderabad
 AP Police Academy, Hyderabad
 SSB Academy, Gwaldam, Uttar Akhand
 LBS Academy of Administration, Mussoorie
Clients Include:
GE, Oracle, Motorola, Microsoft, IBM, Digital-Compaq, National Semiconductor,
Unilever, BSNL, Tata Indicom, Colgate, Asian Paints, Siemens, Wartsila, MphasiS,
CavinKare, EXL Service, World Bank, ICRISAT, World Fish, Tata Corporate, J & J,
Accenture, Zeneca Seeds, Shanta Biotech, Advanta, Reuters, Air India, Yusuf Bin
Ahmed Kanoo, Olam, Regal Beloit, Reliance World, NIS Sparta, AMKA, Emami
Group,
Suzlon, JP Morgan, SEW Infrastructure, LANCO, KAR Group, Expolanka, Brandix
yawarbaig@gmail.com
www.yawarbaig.com

3. Prof. Robert Burgelman
Stanford Business School
 “The single biggest danger in business and life, aside from outright
failure, is to be successful without being resolutely clear about why you
are successful in the first place.”
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Expertise is repeatability

4. 4
Remember the Titanic?

5. Effects of Globalization
1. Competition from all over the world
2. ‘Educated’ customer who has real choices and is aware of them
3. High awareness anddemandfor service quality and responsiveness
4. People looking for solutions; not simply products
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6. How competition has changed
1. No Hiding place
 No protection, no niche
2. Redefinition of market share
 In what terms do we define our own?
3. Customers demand: 2Q @ ½ C + ½ T
 SouthKorean garment industry
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Solutions to problems can be in places we never thought of

7. How competition has changed
4. NewProduct Introduction
 Honda & Kawasaki story
5. New attitude of Managers
 Waterproof business cards
 Sony (MasaruIbuka)&Phillips dictaphone
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Companies don’t compete, managers do

8. The Message for us?
 The Only Thing that matters:
 Quality people, highly focused on creating:
 Value Additionfor theCustomer at thelowestcost
 Quality Processes in all aspects of the operation
 Being able to beat the competition internationally
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9. Examples of success
1. Leveraging advantages in a hostile economy
 The SAS story
2. Creating a boundaryless culture
 General Electric
3. Entrepreneurial approachto business
 3M
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Success does not depend on what happens
but on what you do when it happens

10. Critical Challenges before us
1. Management of Change
 Entrepreneurial approach
2. Minimization of Bureaucracy
 Speedwill still be the key
3. Leverage technology to eliminate non-value addedwork
 People learning to add value in new ways
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Are we ready for the change?

11. Careers in Global Corporations
Key Leadership Ingredients

12. CEO Survey:
Korn-Ferry International - 1999
 Question
 What are the key ingredients for success in tomorrow’s corporations given
the challenges in the environment as you anticipatethem?

13. Overview
1. Global experience & understanding of business in terms of global impact
2. Functional expertise and exposure to leading multi- national teams
3. Ability to react to local opportunities & threats
4. Network of relationships spanning countries
5. Multi-language skills

14. Origin less important than results
1. It matters less 'where' you come fromand more 'what' you can do
2. Contributions are more important than credentials. Visibility' is
important but ultimately it is 'credibility' which must be built

15. Formula for Success?
Cross functional experience built on
functional expertise

16. Integrity
 It is the framework on which everything else runs
 It is an absolute value
 It is one of many paths but the only one on which you will never be lost.
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Values drive behavior
Behavior drives results

17. Planning
1. Specific
2. Measurable
3. Achievable
4. Result Focused
5. Time Bound
Surest sign of a leader:
the willingness to be held accountable

19. Performance
1. Focus on performing your current job and deliver more than expected.
2. Develop a reputation for delivering results beyond expectations
3. It is okay to talk about career development but secondary to how you perform
your current job.
4. The one who ‘hits the ball out of the park’ is heardfirst
Only results can be counted

20. Expertise
1. Get recognition as anexpert in your function. Then look for opportunities to
apply your expertise in a broader context.
2. Learn the language of finance. It is the language of business.
3. Be prepared to accept the more 'problematic' and inconvenient job and to
offer to helpothers.
Trust = Expertise + Willingness to help

21. Ownership
1. Track your career and make your own development plan. Show it
to your boss
2. Like a professional athlete, make a habit of constant self
improvement
Whose career is it?

23. Ownership
1. Never whine about your career. Others can give advice, but in
the end, your career is in your own hands
2. Concentrate equally on technical & behavioral skills, & remember
that the higher you go, the more people skills will matter
You are only as good as your team

24. People
1. Only the inspired can inspire, so check your own inspiration
2. Your own career will depend on those you can inspire
3. Critical Abilities: make friends, negotiation, communication, conflict resolution
4. Peopledon’t remember what you did. They remember how youmade themfeel.
Who is rooting for you?

26. Challenges & Visibility
1. Take the hard job. Err on the side of the bigger challenge. Play ‘offence’
withyour career. But be brave, not stupid
2. Seek out assignments with visibility, but recognize that it cuts both ways
3. Be sensible. If you fail, you will not be rewarded for trying. Ensure a 70%
chance to win
Visibility + Credibility = Leadership

27. Mentors & Role Models
1. Broaden your support base. Work for people whowill challenge you
2. Seek feedback. Don’t be defensive. Surround yourself with great people &
be willing to learn
3. Be persistent, but with awareness.
4. If you encounter the 'imperfect' boss, don’t complain. Learn how you can
be better
Measure how you acted on the feedback

29. Cross-cultural Exposure
1. Learn the language of the countryand expose yourselfto that culture
2. Don’t judge peopleof otherculturesby your standards and value systems
3. Be willingto share information and talkabout your own culture so others learn
4. Ask questions withsensitivity to local manners
Respect is at the basis of all friendship

30. 1. No inspiration
2. Culture misfit
3. Can't deliver
1. Fails to communicate and inspire
around a clear, simple stretch goal.
Unable to get commitment of team
2. Delivers results but does not believe
in the values of the culture.
3. Talks a good game but can't deliver
beyond expectations
Jack Welch’s list
8 – Career Derailers

31. 4. Out of focus
5. Poor relations
6. Inflexibility
4. Misses leverage points. Unable to
process multiple inputs.
5. Unable to work with diverse
people in a multicultural
environment
6. Unwilling to change. Over
dependence on mentors / skill set.
Overly critical / blames others.
Jack Welch’s list
8 – Career Derailers

32. 8 – Career Derailers
7. Risk averse
8. No passion
7. Needs constant supervision.
Seeks constant approval. Won’t
take decisions independently
8. Works to fill the time. No love
for the job. No interest in the
field Doesn’t invest in self.
Doesn’t push back; Yes-man!

33. Personal SWOT Analysis
Strengths Weaknesses
Opportunities Threats
Self

34. Career Tracker
Your Development Tracking Tool

35. Current State Analysis
Factor Year before last Last year Current year
Study Language, reading Training,
seminars
Learning in progress?
Work Global impact
assignments
Strategic focus,
Managing
multinational
teams
Assess present role:
1. Are you on track?
2. If not, what’s the plan?
3. How is your network?
Results What were the
results?
Did anyone notice?
What were the
results?
Did anyone
notice?
What are the metrics for
your current role?
Do you need any help to
meet them?

36. Career Development Plan
Factor Last year Current year
Goals Did you set SMART goals? What difference are you
planning to make and how?
1. In your behavior?
2. To personal relationships?
3. To the organization?
4. To your society?
Achieved High visibility assignments?
1. What was it?
2. What was the result?
Changes What were the results?
Did anyone notice?

38. Glad to hear from you
www.yawarbaig.com
www.youtube.com/yawarbaigassociates
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