The document discusses various aspects of corporate leadership, including:
1. It examines the characteristics of transformational leadership and compares it to traditional management.
2. It discusses the importance of aligning corporate culture with business strategy to maximize synergy and success.
3. It emphasizes that today's corporate leaders must be innovative, inspiring, entrepreneurial, global, inclusive and able to think strategically while preserving the current business.
Ahrd Presentation 2009 Maltbia And MarsickTemaltbia
Presentation on Team Leadership Coaching: Presenters - Dr. Maltbia & Dr. Marsick, Department of Organization and Leadership, Teachers College, Columbia University.
Leader vs. Manager: What’s the Distinction?AchieveGlobal
“What’s the difference between a leader and a manager?" To answer this and other questions, the AchieveGlobal research team set out to discover how leaders succeed, and isolated specific activities leaders undertake. Our principal findings were 42 leadership practices that are required to meet key global leadership challenges.
Ahrd Presentation 2009 Maltbia And MarsickTemaltbia
Presentation on Team Leadership Coaching: Presenters - Dr. Maltbia & Dr. Marsick, Department of Organization and Leadership, Teachers College, Columbia University.
Leader vs. Manager: What’s the Distinction?AchieveGlobal
“What’s the difference between a leader and a manager?" To answer this and other questions, the AchieveGlobal research team set out to discover how leaders succeed, and isolated specific activities leaders undertake. Our principal findings were 42 leadership practices that are required to meet key global leadership challenges.
Haciendo del Voluntariado Corporativo para el Desarrollo una mult-herramienta...Fundación CODESPA
Describe la importancia de la integración de los objetivos de negocio y sociales y cómo esto puede hacerse a través del voluntariado corportativo y ejemplo del proyecto Engage
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
A concise distinction between leadership and management is impossible. Instead, this eMonograph surveys an array of leadership experts to explore the differences between leadership and management in order to create a common, accepted understanding of the value, skills and nature of leadership in the workplace, and how leaders are clearly different from managers. Contributors to this eMonograph were asked to summarize their opinion on the difference between leadership and management in less than 200 words. The result is a quick, but informative survey of the major opinions on this oft-debated topic. For the original document, see http://theleaderlab.org/leaderlab-papers/
Jack Welch: GE's Two Decade Of TransformationMrudang Thakor
It is about Jack Welch's leadership at GE. Initiatives taken by him by which GE became what today it is!
PPT made from HBR case "GE's two decade of transformation: Jack Welch's leadership"
To get the copy of the ppt, send a request mail at mrudangpharma@gmail.com
Give your employees freedom within a frameworkAlex Clapson
Imagine starting your first day of work at a new company. During your on boarding, someone called the Chief Culture Officer (CCO), tells you the usual things such as: employees live our company values and purpose; the company wants people to take risks and be responsible for the outcomes; it’s okay to fail, just learn from the mistake; blah, blah, blah. At the end of thirty minutes, with semi-glazed over eyes, you stand up to leave the meeting room. Just as you are about to go out the door, the CCO stops you and says, “Oh, I also forgot to mention that we have no dress code or vacation policy. Just wear clothes and take the time you need to re-energize.”
3 Leadership Frameworks are presented (Leadership Styles; Authentic Leadership; and Cynefin) with applications on to 4 different leaders bearing in mind coaching within the 3 domains of leadership (the challenge leaders need to tackle; the context leaders operate in; and what the leaders bring into the equation).
Youtube presentation: http://www.youtube.com/watch?v=r-NI5jyzX7U
This was my assignment in my Leadership and Organisational Coaching module.
Why management is quackery. Keynote by Niels Pflaeging at HFU Business School...Niels Pflaeging
Why management is quackery. And what leadership for the 21st century must really look like - keynote at HFU Business School, Villingen-Schwenningen, December 2013
CEO Study Insights; Career Resiliency In Time of ChangeIBMGovernmentCA
From the Webcast in the Smarter Government Virtual Briefing Center. This presentation offers insights on how leading organizations are
preparing their workforces to seize opportunity whenever and wherever it arises—in an increasingly borderless world. Through three main themes, learn what boundaries
may be preventing your organization from matching resources with opportunities,
and how your leaders can more rapidly develop workforce skills and capabilities.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
Haciendo del Voluntariado Corporativo para el Desarrollo una mult-herramienta...Fundación CODESPA
Describe la importancia de la integración de los objetivos de negocio y sociales y cómo esto puede hacerse a través del voluntariado corportativo y ejemplo del proyecto Engage
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
A concise distinction between leadership and management is impossible. Instead, this eMonograph surveys an array of leadership experts to explore the differences between leadership and management in order to create a common, accepted understanding of the value, skills and nature of leadership in the workplace, and how leaders are clearly different from managers. Contributors to this eMonograph were asked to summarize their opinion on the difference between leadership and management in less than 200 words. The result is a quick, but informative survey of the major opinions on this oft-debated topic. For the original document, see http://theleaderlab.org/leaderlab-papers/
Jack Welch: GE's Two Decade Of TransformationMrudang Thakor
It is about Jack Welch's leadership at GE. Initiatives taken by him by which GE became what today it is!
PPT made from HBR case "GE's two decade of transformation: Jack Welch's leadership"
To get the copy of the ppt, send a request mail at mrudangpharma@gmail.com
Give your employees freedom within a frameworkAlex Clapson
Imagine starting your first day of work at a new company. During your on boarding, someone called the Chief Culture Officer (CCO), tells you the usual things such as: employees live our company values and purpose; the company wants people to take risks and be responsible for the outcomes; it’s okay to fail, just learn from the mistake; blah, blah, blah. At the end of thirty minutes, with semi-glazed over eyes, you stand up to leave the meeting room. Just as you are about to go out the door, the CCO stops you and says, “Oh, I also forgot to mention that we have no dress code or vacation policy. Just wear clothes and take the time you need to re-energize.”
3 Leadership Frameworks are presented (Leadership Styles; Authentic Leadership; and Cynefin) with applications on to 4 different leaders bearing in mind coaching within the 3 domains of leadership (the challenge leaders need to tackle; the context leaders operate in; and what the leaders bring into the equation).
Youtube presentation: http://www.youtube.com/watch?v=r-NI5jyzX7U
This was my assignment in my Leadership and Organisational Coaching module.
Why management is quackery. Keynote by Niels Pflaeging at HFU Business School...Niels Pflaeging
Why management is quackery. And what leadership for the 21st century must really look like - keynote at HFU Business School, Villingen-Schwenningen, December 2013
CEO Study Insights; Career Resiliency In Time of ChangeIBMGovernmentCA
From the Webcast in the Smarter Government Virtual Briefing Center. This presentation offers insights on how leading organizations are
preparing their workforces to seize opportunity whenever and wherever it arises—in an increasingly borderless world. Through three main themes, learn what boundaries
may be preventing your organization from matching resources with opportunities,
and how your leaders can more rapidly develop workforce skills and capabilities.
The managers most likely to succeed in today’s business environment, are those who understand how to use budgets as business tools, for departmental and personal success.
Managing Budgets is an informative and practical guide to the essential skills needed.
produce accurate and useful budgets.
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
Presentation at Seminarium Peru on 15 November 2012 by Charlene Li in Lima. Two presentations were given.
Speech #1: Creating A Successful Social Business Marketing Strategy
With almost a billion members, Facebook's growth and stature is representative of the maturing social media landscape. Social technologies are no longer a bright shiny object, instead representing valuable relationships that require a coherent strategy and disciplined execution.
This session will make a case that social technologies should be a mainstay of your marketing program rather than a second cousin of interactive marketing. We'll look at the implications of this priority shift, using case studies from companies who are making changes to their overall business and marketing programs. We'll also go through a checklist of the actions you'll need to prioritize to be successful.
Speech #2: Title: Marketing In The Era Of Social Technologies
The excitement around social media often centers on the technologies -- Facebook, blogs, Twitter, etc. etc. But this is the wrong approach. Rather than think about crafting a strategy around social technologies, leaders should be pondering how they can use social technologies to support and strengthen customer relationships.
For many, Groundswell was the book that broke down barriers to accepting social technologies as an opportunity to make their businesses better. Open Leadership picks up where Groundswell left off, showing leaders how to open up business and create a culture that will make social media adoption–and on a greater level, adoption of a social business model–possible and successful.
We'll be looking at the art -- and the science -- of how to tap into the power of customers and employees, including examples of what organizations and leaders are successfully doing today, as well as how to get your organization started.
Presentation on using a performance approach to link competencies to outcomes and therefore to business results. First delivered at ASTD's international conference
A company’s challenge is not in the development of a competency model! The real challenge is in maximizing the return-on-the-investment of the cost of developing the competency model through the efficient and practical integration of the competency model in the natural processes used by the companies in the selection, onboarding, performance management, training, development and succession planning.
In this webinar you will learn:
How to determine which competencies are selectable, developable and trainable.
How to seamlessly integrate the competency model into the natural processes used to maximize employee productivity and company performance.
How to socialize the competency model resulting in greater buy-in by those directly impacted by the model.
The do’s and don’ts of competency integration.
12. 5/4/2012
• Transformed by new technologies.
• Increasingly dominated by global organisations.
• Rapidly transforming under the impact of high levels of innovation.
• Highly competitive.
• Driven by knowledge development.
• Consuming resources at unsustainable levels.
12
19. 5/4/2012
LEADING AN ORGANIZATION ALONG WITH ITS PEOPLE IS
VERY DIFFERENT FROM MANAGING IT. THEY ARE THE TWO
MOST ESSENTIAL INGREDIENTS STRINGING TOGETHER THE
FABRIC OF ANY ORGANIZATION. THE LEADER HAS TO LOOK
AHEAD OF CURRENT TIMES AND STEER THE
COMPANY/ORGANIZATION THROUGH ALL PHASES. HE/SHE IS
EXPECTED TO BE ENTERPRENEURIAL AND RISK-TAKING.
HENCE, AN ORGANIZATON EXPECTS ITS LEADERS TO PROVIDE
VISION, DIRECTION AND A WAY FORWARD. A LEADER LOOKS
AT THE ORGANIZATION AS A WHOLE AND WORKS FOR THE
BENEFIT OF THE COHESIVE GROUP.
19
20. 5/4/2012
• Conflicts of interest
ACTORS: • Secrecy and
confidentiality
• Honesty
Employees Organization
• Hiring and firing
• Wages and working
conditions
• Privacy and respect
Three basic areas of
concern for managerial
ethics are the Subject to ethical ambiguities
• Advertising and promotions
relationships of the firm
• Ordering and purchasing
to the employee, the • Bargaining and negotiation
employee to the firm, • Financial disclosure
and the firm to other • Shipping and solicitation
• Other business relationships
economic agents.
Economic Agents
• Customers
• Competitors
• Stockholders
• Suppliers
• Dealers
• Unions
20
21. 5/4/2012
LEADERSHIP
Leadership Activity Management
Establishing direction and Creating an agenda Planning and budgeting,
vision for the organization allocating resources
Aligning people through Developing a human network Organizing and staffing,
communications and actions for achieving the agenda structuring and monitoring
that provide direction implementation
Motivating and inspiring by Executing plans Controlling and problem
satisfying needs solving
Produces useful change and Outcomes Produces predictability and
new approaches to challenges order and attains results
21
22. 5/4/2012
Leadership Formation:
Beyond Leadership Development
Contemporary leadership development sits largely within the leader as
Therapist Discourse, i.e. HR departments identify hi-potential individuals,
and a process of psychometrics and leadership development programs
are used to increase an individuals leadership skills. Yet leadership is
not a technique to be learnt. Leaders are formed through multiple
experiences, and it is an organization‟s task to create this formation
process; specific to its organizational needs. In these days of democracy
in the workplace, the power that comes with leadership is increasingly
becoming diffused, while traditional hierarchies are being undermined—
to a combination of „hard‟ and „soft‟ power, which I call „smart power‟.
22
23. 5/4/2012
CORPORATE LEADERSHIP: BEYOND THE
OBVIOUS
SUCCESSFUL LEADERS WILL BE THE PEOPLE
WHO HAVE DEVELOPED THE SKILLS OF
THINKING AND ACTING „OUTSIDE THE BOX‟,
WHO CAN CONFRONT AND CHALLENGE OLD
PATTERNS OF BEHAVIOR, AND SPEARHEAD
NEW INITIATIVES — AT ANY LEVEL IN THE
ORGANIZATION.
23
24. 5/4/2012
Culture is a Key Building Block of Success
Corporate
Culture
Management
Systems
Operational
Systems
Financial
Performance
Resources
Products
Markets
24
25. 5/4/2012
Culture Management Process
Define the Culture Needed to Support
Long-Term Success (“Desired
Culture”)
Identify the
Current Culture
Identify And Analyze Significant Gaps
Between Desired Culture And Current
Culture
Develop Culture
Management Plan
Communicate The “New” Culture, As
Well As The Steps Being Taken To
Manage It
Monitor Implementation Of Desired
Culture And Update/Refine The Culture
Management Plan
25
26. 5/4/2012
“JUST TALKING ABOUT INNOVATION
DOESN’T WORK. OVER A DEFINED PERIOD
OF TIME A BUSINESS HAS TO MEET THE
GROWTH RATE THE MANAGEMENT
SETS AND AN INNOVATION STRATEGY IS
NECESSARY FOR THIS-THE BAR FOR
TALENT SHOULD BE RAISED BY
CORPORATE ACHIEVER.”
26
27. 5/4/2012
Pyramid of Organizational Development
Corporate Culture
Values Beliefs Norms
Management Systems
Management Perf.
Planning Organization Development Mgmt.
Operational Systems
Accounting: Personnel:
Production: Marketing:
• Billing • Hiring
• Payroll •Shipping • Selling • Compensation
Resources Management
Financial Technological and Human
Resources Physical Resources Resources
Products & Services
Develop Products (Services)
Markets
Define Market Segments and Niche
Business Foundation
Business Definition Strategic Mission Core Strategy
27
28. 5/4/2012
A BLUEPRINT FOR TRANSFORMATION
(FROM Q. JONES, D. DUNPHY ET AL, IN GREAT COMPANY: UNLOCKING THE SECRETS OF CULTURAL
TRANSFORMATION, HUMAN SYNERGISTICS, SYDNEY, 2007, COPYRIGHT)
28
29. 5/4/2012
SEVEN SECRETS TO BUILDING: EMPLOYEE
LOYALTY
Set high expectations
Communicate constantly
Empower, Empower, Empower
Invest in their financial security
Recognize people as often as
possible
Counsel people on their career
Educate them
29
32. 5/4/2012
Eco-leadership Discourse
Connectivity
Ethics
Leadership Spirit
The Eco-leadership discourse focuses on connectivity, inter-dependence, ethics and
leadership spirit. The aim is to create distributed leadership at local levels, encouraging
leadership from the edge and building networks that are responsive and adaptive to change.
Eco-leaders recognize that the workplace as interconnected eco-systems, and central control
is obsolete. Sustaining strong networks and building coalitions and collaborative
relationships are vital to success. New business models, new organizational forms and new
leadership are essential to work within the global, political advanced technical and turbulent
yet fragile environment we find ourselves. This new leadership assumption until recently is
was a marginalized voice but progressive business and political leaders are finally
embracing this discourse. It is not just about the environment but dealing with the internal
ecology of an organization as well.
32
33. The Eco-Leader: „working across boundaries‟
Organizational External
eco-system environment
Internal organizational eco-system: creating thinking spaces, breaking silo
culture, connecting and communicating, working with feedback loops to
respond to change, creating an organizational architecture that enables
distributed leadership thus creating an adaptive organization.
Eco-leaders also focus on the external environment: political and
environmental trends, stakeholders, competitors, realizing the interdependence
between their internal organizational ecosystem within a wider eco-system.
This is no-longer considered an altruistic act, but vital for sustainable success.
Corporate social responsibility, sustainability and ethics, continuity and change,
and leadership spirit are key attributes of eco-leadership.
34. 5/4/2012
DEMOGRAPHIC SHIFTS IN THE WORKFORCE ARE REAL
…and there is a skills gap in developed countries…
Western Europe
• By 2050, 60% of the working age
population will be people over 602
• Germany has seen engineering
graduation rates decline by a third since
19952
U.S.
• The US Department of Education estimates
that 60% of all new jobs in the 21st century Japan and South Korea
will require skills that only 20% of the • Within 10 years, 26% of the Japanese
workforce possess1 population will be over 65 years old 3
• US colleges and universities will graduate • By 2050, the percentage of the South
only a fraction of the number of scientists and Korean‟s over the age of 60 will jump to
engineers that will retire through 20181 41% of the population from 14% today, an
increase of more than 300% 4
1 Corporate Leadership Council, Managing the Workforce Planning Process, August 2004
2 Deloitte Research
3 Corporate Leadership Council
4 Hewitt International Report, October 2003
34
35. 5/4/2012
DEMOGRAPHIC SHIFTS IN THE WORKFORCE ARE REAL
…while wage inflation and attrition in emerging markets is decreasing
their attractiveness as an alternative labor market…
China
• Only 50% of Asian executives believe the
supply of skilled labor is adequate
• Labor force will begin to decline by 20171
Eastern Europe
• Difficulty fielding critical talent due to cultural
assimilation into the business; limited
experience working in a multi-national
organization; inadequate people management
and communication skills4
India
• Salaries for supervisory positions rose 20% in
2005 2
• Indian companies are increasingly focused on
1 China Population and Development Research Center developing employees to drive retention as the
2 Innovation in Emerging Markets, Deloitte Research, 2006
3 “HR Considerations For Entering The Asian Labor Market”, CLC, June 2005
war for talent grows increasingly competitive3
4 “Resourcing in Eastern Europe”, Feb 2004, CLC
35
36. 5/4/2012
HR IS GROWING IN IMPORTANCE, IF…
…we envision and manage HR as a business
Consumer Markets
Consumer Markets
Value delivery better than
Value delivery better than
What Business competitors
competitors
is HR In?
Enterprise Strategy
and Objectives
Human Capital Strategy to Achieve
the Enterprise Strategy
Talent Markets
Talent Markets High High Competitive Financial Markets
Financial Markets
Performance Performance HR
Employer of choice –
Employer of choice – Talent Organization Services Returns in excess of
Returns in excess of
Employees of choice
Employees of choice alternatives
alternatives
Dependable HR Controls
Public Policy and
Public Policy and
Reputation
Reputation
Conformity with
Conformity with
expectations
expectations
36
37. COMMON SKILLS AND COMPETENCIES 5/4/2012
THEMES
❖ DEVELOP ORGANIZATIONAL VALUES THAT NOT ONLY SPEAK TO PROFIT GENERATION BUT ALSO
TO THE GROWTH, DEVELOPMENT, AND WELL BEING OF EMPLOYEES.
❖ CREATE AND IMPLEMENT CORPORATE WIDE BUSINESS METRICS THAT PROVIDES A CLEAR
SENSE OF WHAT NEEDS TO BE DONE.
❖ PROVIDE CLEAR AND CONSTANT TWO-WAY COMMUNICATION OF CORPORATE VALUES, VISION,
MISSION, AND CRITICAL SUCCESS FACTORS FOR THE PURPOSES OF UNDERSTANDING AND
CONTEXT. THE CORPORATION MUST ALSO LISTEN TO EMPLOYEES AND TAKE APPROPRIATE
ACTION. EFFECTIVE CORPORATE LEADERSHIP IS OPEN TO CRITICISM, SEEKS FEEDBACK, AND IS
ACCOUNTABLE FOR ITS ACTIONS.
❖ EMBRACE AND FOSTER CREATIVITY, INNOVATION AND LEARNING. AN ORGANIZATION‟S ABILITY
TO LEARN IN TODAY‟S MARKETPLACE IS PERHAPS ITS GREATEST STRATEGIC ADVANTAGE.
❖ CREATE AN ENVIRONMENT OF TRUST AND RESPECT.
❖ REMOVE REDUNDANT CORPORATE BUREAUCRACY.
❖ CREATE AND IMPLEMENT A SUCCESSION/CAREER PROGRESSION PLANNING PROGRAM THAT
CLEARLY ARTICULATES CORPORATE EXPECTATIONS AND CHARTS A COURSE FOR EMPLOYEE
DEVELOPMENT.
❖ CREATE SPACE FOR LEADERSHIP TO GROW.
37
38. 5/4/2012
BUILDING CORPORATE LEADERSHIP FOR THE
FUTURE
THE FUTURE OF AN ORGANIZATION IS DRIVEN BY ITS
LEADERSHIP. FURTHERMORE, TO MAKE AN ENDURING IMPACT,
LEADERSHIP EFFECTIVENESS NEEDS TO START AT THE TOP
AND PERCOLATE DOWN, BECOMING PART OF THE
ORGANIZATION'S CULTURE, INCLUDING STRUCTURES,
PROCESSES, AND SYSTEMS. TODAY, ONE OF THE BIGGEST
CHALLENGES CORPORATE LEADERS FACE IS BALANCING THE
NEED TO INCREASE SHAREHOLDER VALUE WHILE
SIMULTANEOUSLY PROVIDING A WORK ENVIRONMENT THAT
TRULY ENGAGES THE PASSION AND COMMITMENT OF ITS
EMPLOYEES.
38
41. 5/4/2012
“TODAY’S CORPORATE LEADER … HAS TO BE
INNOVATIVE, INSPIRING, ENTREPRENEURIAL,
GLOBAL, INCLUSIVE AND THINK ABOUT NEW
STRATEGIES WHILE PRESERVING
CURRENT BUSINESS — AND HAVE SIGNIFICANT
INTELLECTUAL CAPACITY TO BE
ABLE TO DO ALL OF THIS AT ONCE.”
41
43. THANK YOU FOR YOUR 5/4/2012
“ATTENTION”
RAMBABU PENTYALA
M.A.LITT(ENG.), M.B.A(HR, MKTG & SYS.MGMT)
AVP-HR AND OPERATIONS
YOU CAN REACH ME AT:
43
rambabupentyala@gmail.com