This document discusses insights on 21st century leadership for Samsung. It emphasizes that leadership must embrace diversity and inclusion to be effective in today's changing world. True leadership development involves a combination of nature and nurture - it requires both inherent qualities and learning over time through diverse experiences that provide feedback and opportunities to develop new skills. Learning is contextual and influenced by both content and the environment in which it takes place.

1. Insights on 21st century leadership for Samsung
Leadership… Diversity & Inclusion
Roshan Thiran
roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics

2. Are the “world’s best” leaders
born or developed? Is
leadership genetic or learned?
Question

3. Growth
Time
My “Best in the World” Experience
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

4. The World is changing at Unprecedented levels

5. 1st Industrial Revolution
Steam Electricity & Mass
Production
Electronics
& IT
2nd Industrial Revolution 3rd Industrial Revolution
3 industrial Revolutions thus far

6. Physical Biological Digital
The Fourth Industrial Revolution

7. Digital Transformation
ENGAGING
CUSTOMERS
Give them new
experiences
they love
EMPOWERING
EMPLOYEES
Reinvent
productivity and
enable a data-
driven culture
TRANSFORMING
PRODUCTS
Innovate products
and business models
OPTIMIZING
OPERATIONS
Modernize
portfolio,
transform
processes and
skills
Security

8. Key areas that digital is transforming

9. Key question: How did they become the best?

10. So, what does this mean?
Clearly,
because of high performance leadership

11. Question:
What is Leadership?

12. Leadership is . . .
Attentiveness
Assertiveness
Responsibility
Diligence
Dependability
Obedience
Loyalty
Thoroughness
Truthfulness
Initiative
Hospitality
Humility
Forgiveness
Tolerance
Compassion
Sincerity
CReativity
Having followers
Persuasiveness
Virtue
Vision
Deference
Discretion
BOLDNESS
Determination
Gratefulness
Self-Control
Sensitivity
Thriftiness
Generosity
Punctuality
Proactiviness
Purpose
Enthusiasm
Availability
Orderliness
Resourcefulness
Flexibility
Wisdomped
Innovation
Execution

13. If we invested in people and
taught every single skill listed on
the previous slide, would we be
able to “create” leaders?
Question

14. motherteresa
Her story in India

15. Time
Current Reality – Self Awareness
Ability/Achievement
Decision-making
GAP
Purpose/Vision
The Essence of 21st century Leadership is . . .
Learning/
Execution/
Action
GAP
Dreams energise organisations
Ensures reality

17. Growth in a disruptive world, cannot come
from a homogenous workforce and from the
same kind of thinking as before

18. There is a New World Order forming. Its changing the way
we live, think, interact and behave. Technology has
democratized Information, Knowledge & Power!

19. The
Demographics
Revolution Rise of Africa.
India and China
powerhouse
Migration &
Immigration
Urbanization
Rise of the
Millennials
An Aging
Population
01
02
03
04
05
The Changing World

20. Transactional Marketing Relationship Marketing Collaborative Marketing
View of value
Value is associated with a company’s
offering. Maximize value in exchanges
Value is associated with customer
relationships. Maximize lifetime value
of relationships
Value is associated with
experiences. Maximize value of
co-created experiences
View of market
Place where value is exchanged between customers and the firm. Market is
separate from the value creation process
Market as a forum where value is
co-created through interaction and
conversations
Role of customer
Passive buyers to be targeted with
offerings
Portfolio of relationships to be
cultivated
Prosumers – active participants in
value co-creation
Role of firm
Define and create value for consumers Attract, develop, and retain profitable
customers
Engage customers in defining
and co-creating unique value
Marketing ownership
Traditionally driven by the marketing organization. Dedicated set of people whose
core functions are to drive advertising, promotions, events and launches.
The Entire Organization.
Everyone is a marketer.
Nature of Customer
Interaction
Survey customers to elicit needs and
solicit feedback
Observe customers and learn
adaptively about customers
Active dialogue with customers
and communities. Always on!
Evolution of Media
Above the line – mass market Targeted Marketing - CRM Mass Customization. From Data
to Insights
Collaboration Is The New Engagement Model
The Changing Collaborative World

21. So, why do companies FAIL?
QUESTION ?

22. 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

23. How many of you like
to learn?
Question to the class

24. “Learning… the process by which change in
knowledge or skills is acquired through
learning or experience”
Key Questions:
1. Change?
2. Learning
3. Experience
Learning….

25. Why is learning so
hard?
Question to the class

26. LEARNING =
CHANGE
What is learning?

27. 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

28. Learning is painful….
“I listen, and I forget; I see, and I understand; I do, and I can” – Confucius
Source: Pesquisa IBM; Whitmore, “Coaching for Desempenho”

29. Information/
Knowledge
Awareness
Skill
Advanced
Skill
Expertise
Context Content
Composition of Delivery:
90% Content, 10% Context
Composition of Delivery:
10% Content, 90% Context
This model is based on the
research of Roshan Thiran
and Leaderonomics.
Learning is contextual too!

30. The Exuberance of Youth must
co-exist with the Experience of Age!

31. Types of
Diversity
& Context
Diversity of Context is Key

32. • 70% of learning is through EXPERIENCE:
- Seek new experiences and always accumulate new experiences
- Volunteer for special projects that will stretch you and force you to learn and
gain new perspectives
• 20% of learning is through FEEDBACK:
- Ask for feedback from your bosses, peers and subordinates.
- Take 360 degrees feedback and schedule weekly/monthly feedback sessions
- Give feedback to others when it is appropriate and needed
• 10% of learning is through NEW SKILL DEVELOPMENT:
- Find time to practice whatever you learn. Attend training to grow
- Take time to learn online or through reading new material.
- Always look for ways to improve yourself – be better tomorrow than you are
today -
The 70-20-10 way to keep Learning & Growing:

33. roshan.thiran@leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
@lepaker (& Insta)
www.leaderonomics.com
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