This document discusses strategies for leadership during turbulent times with a focus on harnessing young energy. It summarizes interviews with leaders who provide examples of strategies they use such as working together across generations to overcome crises (FFT Strategy) and retaining core, critical and capable employees (3 C's Strategy). The document also discusses turbulence faced in various sectors and compares challenges for start-ups versus established companies. It advocates inspiring young leaders and channeling their energy through the proposed Inspired Leadership Model.

1. INSPIRED LEADERSHIP FOR TURBULENT TIMES AND
THE POWER OF YOUTH

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AIMA - 39th NATIONAL COMPETITION FOR
YOUNG MANAGERS
THEME: “Inspired Leadership for Turbulent Times and the Power of Youth”
Team: 1) Mukesh K M
2) Pradeesh G
3) Aswaja N
Organization : Robert BOSCH Engineering and Business Solutions
(India) Limited, RBEI
Address : CHIL SEZ, Keeranatham Village, Coimbatore-35,
PIN: 641035.
Tel No : +91 422 667 1000
Fax No : +91 422 667 4100
E-mail : Mukesh.Muralidharan@in.bosch.com
Number of words : 2487
Date of Submission : 12th July 2013
Signature of the Team Leader: ----------------------------------

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A DISSERTATION SUBMITTED IN PARTIAL FULFILLMENT OF
THE REQUIREMENTS FOR
ALL INDIA MANAGEMENT ASSOCIATION (AIMA),
39th NATIONAL COMPETITION FOR YOUNG MANAGERS
(NCYM) -2013

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EXECUTIVE SUMMARY
In today’s global economy, turbulence varies across organizations and takes
newer forms to challenge them in unique ways. True leaders have the fire in their
belly to take the unexplored path and leap out of the bleak environment.
This study brings out the different paradigms of key turbulences faced by
today’s young and experienced leaders from diverse fields across the world
through interviews, using the CAPI, CATI and CAWI techniques. Moreover to
understand the young employee’s perception and opportunities towards
leadership, a separate FB survey was also conducted. These inputs are further
substantiated with appropriate secondary research data.
A conscious attempt is made to provide the quintessential dynamics of
Turbulence, leadership styles and young minds. The outcome of this study is the
formulation of the “Inspired Leadership Model” for channelizing young energy
and the ‘path way’ for building leadership culture in an organization, to race ahead
of the approaching turbulence through zealous young energy and wisdom of
experience.

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ACKNOWLEDGEMENT
Any strong building is built by laying an unshakeable base and sustained by the
pillars supporting it. And the building of this report too has been as a result of
multitudes of pillars that have supported us with their treasured experiences
throughout the journey of life. And before we delve deep into the ocean of wonderful
experiences and exposure via which we traversed, we acknowledge and express our
heartfelt gratitude to our pillars.
Foremost we express our appreciation for the AIMA for having hosted the
NCYM due to which the framing of this report and the multifarious experiences we had
as a team took place. We are grateful to our parent organization RBEI for having laid
before us the opportunity to take part in this prestigious competition.
At this juncture we also wish to rain forth our gratitude to all the Leaders who
spared their time for us in spite of their busy schedules and expressed their valuable
inputs and suggestions, and all other people who helped us directly or indirectly.
Mentors:
Aravind Raman, Department Head, RBEI
Ramesha Dasegowda, Department Head, RBEI
Our special thanks to:
Mr. Eckart Reihlen, Bosch Gasoline Systems, Regional President Russia and CIS,
General Director
Ms. Noriko Morikawa, RBJP/EC Executive Vice President Robert Bosch, Japan

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Mr. Vishnuvardhan B S, Department Head, RBEI
Mr. Koshy Benny – Department Head for Engineering Solutions, RBEI
Mr. Friedhelm Pickhard, ETAS/P President Responsible for Corporate Strategy,
Engineering & Global Marketing
Mr. Hiller Wolfgang Regional President Japan, Chassis Systems Control
Mr. Toshihiro Hamahata, DGS-EC/RBU-JP, Head of Japan Power train ECU
Mr. Srinivasa, Senior General Manager for Power train Electronics, RBEI
Mr. Shenoy R K, Engineering Unit Head (RBEI/NE1),
Mr. Swaminathan K, Department Head, RBEI
Mr. Sriram Section Head - Base SW, Methods & Tools, RBEI
Mr. Gaur Dattatreya Section Head NE1, RBEI
Mr. Sathyanarayana T.K, Senior Manager, HRL, RBEI
Mr. Srikumar S (Part of the winner team of NCYM – 2009)
Other previous NCYM winners from Bosch
Mr. K.B Brahmadattan – Ex CGM BSNL
Mr. Ashok Hastagiri – DGM, Department of Risk Management Dhanlakshmi Bank,
Thrissur
Mr. Surendran MD, Seetaram Textiles, Thrissur.
Mr. Naveen Shenoy, CEO, Shenoy Systems.
Mr. Narenvasanad (Diamond Executive, Amway Corp: India)
Mr. Sanchit, CEO, www.traveltriangle.com
Mr. Venkatramakrishnan, CEO, Focaloid.
Mr. Muhammad Naqquash, Founder of NGO, ‘Sanazia’
Mr. James Vineeth, Founder of NGO, ‘Save the Globe’
All The youth of India who attended our survey and provided their valuable inputs
And last but not the least our parents and the Lord Almighty without whose grace
nothing in this world ever happens.

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TABLE OF CONTENTS
EXECUTIVE SUMMARY ........................................Error! Bookmark not defined.
ACKNOWLEDGMENTS.........................................Error! Bookmark not defined.
INTRODUCTION ....................................................Error! Bookmark not defined.
TURBULENCE – A DISTRIBUTED STATE...........Error! Bookmark not defined.
PRIMARY SECTOR............................................Error! Bookmark not defined.
SECONDARY SECTOR .....................................Error! Bookmark not defined.
TERTIARY SECTOR ..........................................Error! Bookmark not defined.
PIRATES vs. NAVY ...........................................Error! Bookmark not defined.
STRATEGIES TO COMBAT TURBULENCE – CASE STUDIESError! Bookmark not
defined.
CASE 1: FACE the FLOOD TOGETHER (FFT) STRATEGYError! Bookmark not
defined.
CASE 2: RETAIN THE 3 C s..............................Error! Bookmark not defined.
CASE 3: THE 8-D STRATEGY ..........................Error! Bookmark not defined.
CASE 4: THE 6 THINKING HATS...................Error! Bookmark not defined.
TURBULENCE AN OPPURTUNITY.....................Error! Bookmark not defined.
YOUNG vs. EXPERIENCED LEADERS...........Error! Bookmark not defined.
CHALLENGES IN CHANNELIZING YOUTH....Error! Bookmark not defined.

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TWO SIDES OF A COIN ...................................Error! Bookmark not defined.
SURVEY: .............................................................Error! Bookmark not defined.
INSPIRED LEADERSHIP AND CHANNELIZING YOUNG ENERGY....Error!
Bookmark not defined.
INSPIRED LEADERSHIP MODEL...................Error! Bookmark not defined.
PATHWAY FOR LEADERSHIP CULTURE....Error! Bookmark not defined.
THE VEDIC ETHOS OF LEADERSHIP...........Error! Bookmark not defined.
FARM MORE, HUNT LESS THE TALENT.....Error! Bookmark not defined.
CONCLUSION.........................................................Error! Bookmark not defined.
APPENDIX ...............................................................Error! Bookmark not defined.
BIBLIOGRAPHY......................................................Error! Bookmark not defined.

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INTRODUCTION
The business world has become more competitive and volatile. Faster
technology change, greater international competition, the deregulation of markets
and changing demographics of work force are among the main factors that
contribute to the turbulence. New approaches and behaviors of inspired leadership
are more and more necessary to survive and compete effectively in this uncertain
environment.
A larger young population is India’s demographic dividend. It gives India
the potential to become a global production hub as well as a large consumer of
goods and services. The number of youth aged 15 to 24 years was 195.07 million,
which accounted for 19.0 per cent of the whole population. India contributes about
33 per cent of youth population in the developing Asian countries. If India does
not create enough jobs and its youth are not groomed for those jobs, its
demographic dividend may turn into a liability.
Leadership cannot be taught but the response or action towards any tough
situation raises it. Hence it’s the turbulence that sprouts leaders. This report tries to
portray the strategies followed by the young and experienced leaders during
turbulent times, and also the means to harness young energy and reap benefits for
the organization and the society.

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TURBULENCE – A DISTRIBUTED STATE
The word "turbulence" is derived from Latin: “turbulentia” and originally
refers to the disorderly motion of a crowd (turba). While classical business
management defines “turbulence” as "sudden changes affecting performance", we
perceive it as a random change in customer expectations and business
environments with increasing demands to be fulfilled in a very short time span. It
is often characterized with great amount of uncertainty and dynamism.
Turbulences can be broadly classified in to two
1. Internal turbulences.
2. External Turbulences.
The turbulences related to resource management, talent retention, deliverable
quality etc. can be treated as challenges within the organization whereas the
turbulences related to the global economy slowdown, environmental disasters etc
can be treated as challenges affecting the organizations from outside.
Ms. Morikawa Noriko
Senior Vice President
BOSCH Japan
“Turbulence is the temporary disruption in the normal
business environment. It is quite uncertain, dynamic and
difficult to anticipate.”

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Interestingly, no leader can mask the turbulences but the best can only
mitigate it effectively by reducing the impact and positioning themselves ahead for
the next up-turn. The most noticeable difference in the turbulence cycles today is
that they are more frequent than in the past and it demands more flexibility and
agility from the organizations and its leaders.
According to our research analysis and interactions with “glocal” business
leaders from various industry domains, the turbulences affecting today’s diverse
business areas are mostly common and significantly different at the same time.
Given below are the business forecasts for FY13 and the main challenges foreseen
for some of the primary, secondary and tertiary industrial sectors in India.
PRIMARY SECTOR
Agriculture Industry:
The major challenges faced by agriculture industry are
Figure 1: Primary Sector: Agriculture Industry  FY13 forecast: OECD
Ms. Welch-White
Tuskegee University
“The greatest
challenge facing
agriculture over the
next five years is
climate change and
related policies aimed
at mitigating adverse
effects.”

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1. Only seasonal cash flow and employment.
2. Dependence on Low-Cost labour.
3. Competition from Value-Added Processors.
4. Dependence on Technical Expertise.
5. Disease and Contamination.
Mining and Metal Industry:
With a strong but volatile outlook for the sector, the global mining and metals
industry is focused on future growth through expanded production, without
losing sight of operational efficiency and cost optimization. The major challenges
faced by this industry are listed below.
Source: EY Outlook for Metal and Mining Industry 2013.

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SECONDARY SECTOR
Automobile Industry:
FY13 forecasts
made in April
2012 (%)
Revised FY13
Forecasts made in
July 2012
Re-revised FY13
forecasts made in
October 2012(%)
Actual Growth
Apr-Dec 2012
(%)
Re-revised FY13
forecasts made in
January 2013 (%)
Passenger Vehicles 10-12 11-13 8-10 8.37 7-10
Commercial
Vehicles
9-11 6-8 3-5 0.74 0-2
3-Wheelers 5-7 0-2 0-2 4.96 4-7
2-Wheelers 11-13 11-13 5-7 4.09 3-5
Overall Industry 10-12 11-13 5-7 4.57 3-5
Figure 2: Secondary Sector: Automobile Industry  FY13 car sales forecast: SIAM
Mr. Sriram T
Dept: Head ECU Software
Division
RBEI.
“Slow down in world economies including Europe, India and
China along with the shift from system demand to commodity
demand from customers, are the most important challenges for
Automotive Industry players today.”

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Construction Industry:
Some of the major challenges faced by construction industries in today’s turbulent
circumstances are:
1. Slowdown in Commercial Sector.
2. Uneven Revenue, Expenses.
3. Cost Overruns.
4. Safety Liability.
5. Competition in Custom Building.
Figure 3: Growth forecast for commercial and heavy construction industry
Source: Sikich construction forecast 2013
Figure 4: Growth forecast for residential construction industry
Source: Sikich construction forecast 2013

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TERTIARY SECTOR
Service Industry:
The service industry sectors (as a representative of tertiary industrial sector) are
also undergoing tremendous turbulences today and their major challenges are
depicted below.
Figure 5: Tertiary Sector: Service Industry  Macro Issues: 2013 financial services industry outlooks

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Considering the overall outlook of turbulences across various industrial sectors,
the common traits which are noticed can be listed as follows.
 Customer cynicism and mistrust
 Stiffer banking policies
 Slower growth rate of the best economies in the world
 Tough political circumstances
 Increased competition due to globalization
 Translocation concept (TLC).
 Lack of young leaders in their late 20s or early 30s
PIRATES vs. NAVY:
Our analysis also shows that the turbulences faced by Start-Up firms (The
PIRATES) are significantly different from those of well established organizations
(The NAVY).
Some of the major challenges faced by start-ups are listed below.
 Scaling Up (taking organization to the next level)
 Acquiring and retaining the right talent.
 Setting up a core team.
 Defining, documenting and implementing systems and processes.
 Balancing between active and passive productive works.
 Uncertainty in long term goals in the light of short term deficits.
According to Mr. Narenvasanad (Diamond Executive, Amway Corp: India), the
outdated government policies which are as old as 1970s and the unethical
influences from MNCs at bureaucracy levels make the survival tough for the start-
up firms.

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STRATEGIES TO COMBAT TURBULENCE
The turbulent times are heavily dynamic and require extraordinary
measures to restore order, thus demanding immediate action. Based on our
primary interviews with “glocal” leaders and secondary research data, we came
across some interesting strategies followed by successful leaders to counter
turbulence. Some of these are given below as cases.
CASE 1: FACE the FLOOD TOGETHER (FFT) STRATEGY
Mr. Swaminathan
RBEI/BSV
Section Head.
“When placed in the midst
of raging waters all around
and life itself is at stake no
one ever bothers about the
age, job, religion or
anything that defines the
person next to you.
The only motto there is to ESCAPE TOGETHER
UNHURT. In our organization too, the
differences between the Experienced and the
Youth are shed and they are encouraged to work
together while confronting the common crisis.”

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CASE 2: RETAIN THE 3 C s
According to Mr. Venugopal, the Core people are those which form the nucleus of
the organization, the Critical are critical for any organization in the immediate
future and the Capable are those who are capable of becoming the Critical and the
Core in a longer run.
CASE 3: THE 8-D STRATEGY
Core
Critical
Capable
Mr. Venugopal
Commercial functions
and Centre Head RBEI,
Coimbatore
“Organizations should
retain their Core people
first, the Critical next and
the Capable afterwards
especially in turbulent
circumstances.
The Ford Motor Company implemented
the 8D (8 Disciplines) problem solving
process to help teams deal with quality
control and safety issues; develop
customized, permanent solutions to
problems and prevent problems from
recurring. Although the 8D Process
was initially applied in the
manufacturing, engineering, and
aerospace industries; it's useful and
relevant in any industry.
Figure 6: The 8 Dimensions.

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CASE 4: THE 6 THINKING HATS
This tool was suggested by Edward de Bono in his book '6 Thinking Hats'.
It is an important and powerful technique. It is used to look at decisions from a
number of important perspectives. This forces you to move outside your habitual
thinking style, and helps you to get a more rounded view of a situation.
Many successful organizations like Hewlett Packard, Motorola etc have
used the 6 Hat Process to thoroughly analyze a turbulent situation and to come out
with a plausible solution.
Figure 6: The 6 thinking hats.

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TURBULENCE AN OPPORTUNITY
A quite interesting paradigm shift which we got from our interactions with
various business leaders is the “TURBULENCE AN OPPORTUNITY” perspective.
The turbulence can be used as an opportunity to do more with less and thereby
improve the efficiency, to make more informed decisions, to manage talents
effectively and more importantly to revisit the strength of your VISION and
business model. It also helps to redefine the roles and expectations in the
management hierarchies.
Mr. Vishnuvardhan
Automotive Software Dept: Head
BOSCH Vietnam
“Turbulence is a challenge as well as an opportunity to
which we are suddenly exposed. We will get an
advantage by facing it and it opens up new avenues.”

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YOUNG vs. EXPERIENCED LEADERS
Mr. Naveen
Shenoy, CEO
Shenoy Systems
Learn from me:
“At the time of the economic crisis, when internal projects were less,
we focused on training young grads and gave specialized coaching
for those who were interested in embedded systems, to make them
learn from my mistakes thereby saving time and develop their
career.”
Mr. Sanchit,
CEO,
www.traveltriangle.com
Single Pole Double Throw:
“After starting traveltriangle.com, we understood there is an
immense potential in our employees to develop websites. So
whenever there is less turn over or crisis, we strengthen our ‘Web
designing business with the US customers, it also brought us more
customers for www.traveltriangle.com.”
Mr. Eckart Reihlen
Bosch Gasoline Systems
Regional President
Russia
Volatility is the Reality:
“In Russia 3 million vehicles are sold per year out of which 2 million
cars have their engines imported and assembled inland. During the
economic crisis in Russia, our export revenues collapsed. We
interacted with internal car suppliers to manufacture engines than
importing and assembling into Russia. In turn we provided the
technical assistance and specific components to realize their needs.
The export losses were neutralized by internal revenues.”
Figure 7: Turbulence perspective; Young vs. Experienced.

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CHALLENGES IN CHANNELIZING YOUTH
Inadequate education and skills make a large proportion of educated
youth unemployable.
1. Lack of Education:
Only 78 million of the 257 million youth are qualified in the secondary level
- 10th grades or above. Only 23 per cent of these qualified youth hold at least a
diploma or a graduate degree.
Figure 8: Quality vs. Quantity
Source: National sample survey organization
Figure 9: Percentage of Educated unemployed youth in India
Source: National sample survey organization

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2. Lack of Skill:
This implies that, despite sufficient educational qualification, the workforce
does not have skills that are required by the job market.
3. Low rates of female labour participation:
Figure 10: Skill levels.
Source: National sample survey organization
"Well-trained workers attract global corporations, which invest and give the
workers good jobs; the good jobs, in turn, generate additional training and
experience. As skills move upward and skill accumulates, a nation's citizens add
more and more value to the world --and command greater and greater compensation
from the world, improving the country's standard of living." -- Robert B. Reich,
the former US Labor Secretary
Figure 11: Key indicators of labor market
Source: ILO, ILO estimates, 7th edition

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A major reason for the slow growth in employment in countries like India is
the fall in female labour force participation. India’s labour-force participation rate
was a mere 61 per cent for that year. The balance 39 per cent of the working-age
population, consisting mostly of women, kept away from the workforce for
various reasons.
TWO SIDES OF A COIN
Figure below consolidates the pros and cons in the perspective of various
leaders over youth in leadership roles.
Figure 12: Young energy – Pros and Cons.

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SURVEY:
Topic : Channelizing Young Energy
Link : http://apps.facebook.com/my-surveys/lktwx
Our survey titled “Channelizing Young Energy” is aimed at assessing the
extent of young energy being utilized by various organizations across the world.
This survey was answered by close to about 200 employees (so far), from various
global organizations across India, US, Singapore, UAE, UK, Germany etc. The
experience range of participants in this survey is in the band of 3 to 6 years.
The core results of this survey are shared below.
Do you get enough opportunities to make independent
decisions in your day to day work?
13%
30%
57%
Do you feel inspired by your leader to perform
better?
13% 13%
70%
4%
Do you feel that you will get sufficiently rewarded
when you make meaningful contribution towards your
organization?
13%
13% 13%
61%
Do you get chances to interact with your executive
management and to make suggestions on business
strategies?
35%
48%
17%

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INSPIRED LEADERSHIP AND CHANNELIZING YOUNG
ENERGY
Passion, purpose, listening and meaning help make a leader inspirational.
And the ability to communicate this passion, purpose and meaning effectively and
transparently to others helps any organization in establishing an inspired
leadership culture.

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Each of the core concepts in the model can be explained in simple terms as below:
Adaptive policies from government: (needed for proper foundation)
Policies need to be framed as per the trend in global situation favouring the
masses.
Industries with R&D: (needed for proper foundation)
While the government's contribution to R&D (around 0.6%-0.7% of GDP) is
comparable with the best in the world, industry's contribution is barely 0.1%. This
situation needs to be improved.
Experienced Leaders to Inspire Young:
Boomers and Veterans have the knowledge and wisdom. They went through a lot
of trial and error.
Encouraging Informal discussions:
Town hall and Skip level meetings have proven to encourage free and frank
interaction with young and enthusiastic employees for Organizational excellence.
Youth Empowerment:
The inspiration from leaders with backed support from Government and
Industries would enable Youth with the clarity and purpose of work. The vitality
“If CEOs are not doing enough to nurture young talent in their companies, they
better get cracking. There will come a time, in the near future, when their businesses
may require skills that mostly youngsters have, like familiarity with technology and
social media.” -- Adil Zainulbhai, India chairman of McKinsey & Company

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of women in the nation’s economy (“womenomics”) and inverse mentoring
techniques develops Agility and leads to Empowerment.
Sustainable Development and Inclusive Growth:
These qualities will benefit the organization as well as the society. The Youth
evolved as a ‘Skilled and Motivated’ work force will shower several qualities and
develop a strong commitment towards the society which nourished them.
PATHWAY FOR LEADERSHIP CULTURE
“Some people do the best work when lead. Not everyone is born to lead. The best leader
however is who “leads like a baby”. The baby, though apparently depending on everyone, is
the king of the house hold. At least, to my thinking, that is the secret……”
Swami Vivekananda (1863 – 1902)
For any organization, it is important to have a pathway defined for building
effective leadership culture. The approaches derived should bring a proper balance
in experience and gender within the organization.
Mr. Friedhelm Pickhard
President
ETAS Germany
“The need for tomorrow is leaders who are more strategic
with different dimensions, agile and be able to live with
uncertainties. The leaders should provide stability during
unstable circumstances.”

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Organizations and its leaders have to work out specific strategies to refine
the complementary qualities of leadership and management in a person and also
to bring young people early in to “intrepreneurial” roles. Proper balance between
young and experienced employees can be brought in by the FFT strategy given in
CASE 1. The experienced leaders should protect the newbie and encourage him to
take risks using the 3 F (Fail-Fast, Fail-Safe and Fail-Cheap) strategy.
Figure 13: Path way for Inspired Leadership

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THE VEDIC ETHOS OF LEADERSHIP
There is a wealth of knowledge and unfathomable depth in the ancient Indian
Vedas. The central idea in the Vedic approach of leadership is to empower “Man”.
The 6 basic principles that guide the Vedic ethos of leadership are:
1. Tat Tvam Asi – Everybody can make himself a genius.
2. Atmano Mokshaya Jagat Hitaaya ca – Synchronize your private benefits
with public or societal benefits. (Holistic approach)
3. Yagnayacharatah karma – Work is to be done with the spirit of “Yagna”
(Teamwork, Selflessness).
4. Parasparam Bhavayantah – Nurture each other (Win–win approach).
5. Yogah Karmasu Kaushalam – Dexterity, excellence and transparency in
action.
6. Sukshma na Sthula – Subjective or subtle factors are more important than
objective or gross factors.
The growth of a nation lies in its
sense of “identity”. Every nation
has its own management and
leadership ethics, based on its
unique cultural ethos. The
culture in India is influenced to a
great extent by the ancient divine
scripts called the 4 Vedas: Rig
Veda, Sama Veda, Yajur Veda
and Atharva Veda.

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Table below lists the major differences between the Vedic approach and the
general approach.
General Leadership concept Vedic Leadership concept
Produce Results. Produce Performers.
Manage Others. Manage Yourself.
I – Centered We – Centered
Organize men, materials, money and machines. Mobilize men and sound out other readiness.
Plan, set goals, prepare schedules, checklists. Obtain agreement and commitment on means
and ends.
Motivate, praise, reprimand, punish and push
people.
Inspire, empower and draw people.
Check, control, report at the command post. Set personal example, visible, accessible on the
move.
Co-ordinate, request and convene meetings. Facilitate, show ways to overcome obstacles and
take part in informal gatherings.
Instruct, issue notices, order and demand for
project compliance.
Make queries, sound out ideas and encourage
suggestions.
Table 1: General approach vs. Vedic approach

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FARM MORE, HUNT LESS THE TALENT
Instead of hunting for new talents extensively the organizations must
foremost try to farm and nurture the existing talents. The “Inspired Leadership
model” and the leadership culture “pathway” suggested in the sections above will
aid organizations in farming the right talent.
The result is an employee who is more engaged and connected, which
drives productivity, creativity and unleashes innovation. With the right talent, a
business can achieve almost anything even in turbulent times.
Mr. Eckart Reihlen
Bosch Gasoline Systems
Regional President
Russia
“Sow the talent today to reap the benefits tomorrow”

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CONCLUSION
There has always been a compelling argument that we are living in times of
unprecedented turbulence whether it be economic, geographical or political. Every
company and country faces unique challenges, and no single talent management
program or approach applies as a solution to all of them. Yet our research indicates that
leading companies adhere closely to the basic principles and believe that turbulence is
just intense radical change and that it is not as negative as perceived to be.
Talent is available in abundance but to harness and channelize it in the right way
is the challenge which many organizations face today. How companies react, based on
their own unique circumstances or based on their employees’ collective reaction to
programs and policies, is the difference between success and failure.
Organizations must recruit right to build flexible talent management programs,
derive ‘pathways’ for building leadership culture and lay the foundation for new skills
and learn to farm and nurture the existing talent more, than hunting for new talents.
The “inspired leadership” model proposed has the potential to shed the unfathomable
qualities of integrity and commitment for the benefit of the organization as well as for
the society.
Also the youth, “The torchbearers of tomorrow” are not useless but used less. So
their vigor and energy must be utilized maximum and the proactive and experienced
leaders must lead them out of the turbulent seas by showing them the light and thereby
create a developed India and a smarter planet.

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APPENDIX
Brainstorming session on strategy and its frame work:
Interview Questionnaire:
1. What’s turbulence in your perspective?
2. Could you please quote one instance in which this turbulence had a big
impact in our
Business and how did we tackle it?
3. What qualities in your perspective should your successors have and what
new challenges do you foresee for them?
4. How in your perspective can we harness more young energy for our
organizational and societal benefit?
5. Who do you balance between senior leaders and youth aspiration in your
firm?
6. What is your opinion on the significance of TLC (Trans Location Concept)?

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Interviewed global leaders:
Interviewed RBEI leaders:
(From Left) Mr.SriRam Section Head (RBEI/EBT), Mr. Sathyanarayana, Vice President
(RBEI/HRL), Mr. Venugopal, General Manager RBEI-COB

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Interviews with leaders from Public sector, Start-Ups and NGOs:
Mr. K.B Brahmadattan – Ex CGM BSNL
Mr. Ashok Hastagiri – DGM, Department of Risk Management Dhanlakshmi
Bank,Thrissur
Mr. Surendran MD, Seetaram Textiles,Thrissur.
Mr. Naveen Shenoy, CEO, Shenoy Systems.
Mr. Narenvasanad (Diamond Executive, Amway Corp: India)
Mr. Sanchit, CEO, www.traveltriangle.com
Mr. Venkatramakrishnan, CEO, Focaloid.
Mr. Mohamad Naqquash, Founder of NGO, ‘Sanazia’
Mr. James Vineeth, Founder of NGO, ‘Save the Globe’

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SURVEY – “Channelizing young energy” – Questionnaire:
1. Do you feel that you are valued and considered in your organization?
a. Yes
b. No
c. Don’t prefer to comment.
2. Do you get enough opportunities to make independent decisions in your day to
day work?
a. Always
b. Sometimes
c. Never
d. Don’t prefer to comment.
3. Do you feel inspired by your leader to perform better?
a. Always
b. Sometimes
c. Never
d. Don’t prefer to comment.
4. Do you feel that your work is enjoyable, meaningful and personally satisfying?
a. Yes
b. No
c. Don’t prefer to comment.
5. Do you feel that you will get sufficiently rewarded when you make meaningful
contribution towards your organization?
a. Always
b. Sometimes
c. Never
d. Don’t prefer to comment.

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6. Are you informed of the challenges your organization and your leaders are
facing today?
a. Yes
b. No
c. Don’t prefer to comment.
7. Do you get chances to interact with your executive management and to make
suggestions on business strategies?
a. Always
b. Sometimes
c. Never
d. Don’t prefer to comment.
8. Do you feel that your organization's management hierarchy is too complex to
adapt to rapid changes?
a. Yes
b. No
c. Don’t prefer to comment.
9. Do you feel that your leaders are transparent enough in communicating the facts
and figures with you?
a. Yes
b. No
c. Don’t prefer to comment.
10. Do you think that your leaders are really responsible and focused on execution of
new ideas rather than simply making decisions?
a. Yes
b. No
c. Don’t prefer to comment.

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11. How many leaders does your organization have who are in the age group > 25
and < 40?
a. < 10%
b. 10 – 30%
c. 30 – 50%
d. > 50%
e. Don’t know.
12. Do you think that your organization is really focused on harnessing and
retaining young talents?
a. Yes
b. No
c. Don’t prefer to comment.
13. Could you please quote some strategies followed in your organization to
encourage social responsibility? (Optional)

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BIBLIOGRAPHY
1. Peter Drucker (2001), Management Challenges for the 21st Century,
2. Harvard Business Review on Innovation.
3. Crisis as Opportunity, Lessons 5, Harvard Business Review.
4. John Adair (2005), ‘How to Grow Leaders, Key principles’.
5. Stephen.R.Convey, ‘The 7 habits of highly effective people’ and ‘The 8th Habit’
6. CRISIL – Skilling India|The billion people challenge, Centre for economic survey
– Topic on India’s labour supply.
7. International Labour Organisation, Global Employment trends 2013.
8. National Sample Survey Office report, 66th round (September 2012),
Government of India.
9. Rajesh Nair, The Art of Growing a company: An Entrepreneurial Monologe.
10. P. V. Indiresan,TECHNOLOGY POLICY IN A VISION FOR THE FUTURE,
cchaired by Dr. A. P. J. Abdul Kalam
11. “What Leaders Really Do”- by John P Cotter.
12. “Awakening Indians to India” – by Chinmaya Yuvakendra.
13. “iLeadership” – by Jay Elliot

42. About The Authors:
Robert Bosch Engineering and Business Solutions (India) Limited
CHIL SEZ, Keeranatham Village, Coimbatore-35.
Tel: +91 422 667 1000 Fax: +91 80 2571 1841