The document discusses various topics related to corporate leadership, including transformational leadership, different types of leaders and managers, pillars of organizational success, and challenges in today's business world. It provides descriptions of concepts like eco-leadership, organizational culture, and the relationship between strategy and culture. It also addresses issues such as demographic shifts in the workforce, the need for effective communication and an engaging work environment, and the importance of leadership, innovation, and good governance for an organization's future success.

1. SUPER CORPORATE LEADERSHIP
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2. THE NEW WORLD
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5. Transformational LeadershipTransformational Leadership
Self Mastery
Consciousness
ExternalExternal
FocusFocus
InternalInternal
FocusFocus
ChangeChange
FocusFocus
StandardizationStandardization
FocusFocus
Empowering
(Power without)
Energetic
(Power within)
Creative
Administrative
(Out of the box)
(In the box)
Analytical
(What is)
Visionary
(What can be)
Community
Builder
Performer
(Results through many)
(Results producer)
LEADERLEADER
MANAGER
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6. TRANSFORMATIONAL LEADERSHIP
ADMINISTRATIVE
COMMUNITY BUILDER
EMPOWERING
PERFORMER
ANALYTICAL
ENERGETIC
TRANSFORMED LEADERS
CREATIVE
VISIONARY
SELFMASTERY
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12. • 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.
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14. THE PROCESS OF INNOVATION
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16. TWO DIMENSIONS OF THE ORGANIZATION
STRUCTURE SPACE
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18. PILLARS FOR SUCCESS
 Leadership
 Investors
 Market Opportunity
 Vision
 Execution
 Products
 Customers
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19. 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.
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20. Employees Organization
• Conflicts of interest
• Secrecy and
confidentiality
• Honesty
• Hiring and firing
• Wages and working
conditions
• Privacy and respect
Subject to ethical ambiguities
• Advertising and promotions
• Ordering and purchasing
• Bargaining and negotiation
• Financial disclosure
• Shipping and solicitation
• Other business relationships
Economic Agents
• Customers
• Competitors
• Stockholders
• Suppliers
• Dealers
• Unions
Three basic areas of
concern for managerial
ethics are the
relationships of the firm
to the employee, the
employee to the firm,
and the firm to other
economic agents.
ACTORS:
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21. LEADERSHIP
Leadership Activity Management
Establishing direction and
vision for the organization
Creating an agenda Planning and budgeting,
allocating resources
Aligning people through
communications and actions
that provide direction
Developing a human network
for achieving the agenda
Organizing and staffing,
structuring and monitoring
implementation
Motivating and inspiring by
satisfying needs
Executing plans Controlling and problem
solving
Produces useful change and
new approaches to challenges
Outcomes Produces predictability and
order and attains results
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22. 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’.
Leadership Formation:
Beyond Leadership Development
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23. 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.
CORPORATE LEADERSHIP: BEYOND THE
OBVIOUS
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24. Corporate
Culture
Resources
Financial
Performance
Products
Markets
Culture is a Key Building Block of Success
Operational
Systems
Management
Systems
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25. Culture Management Process
Identify And Analyze Significant Gaps
Between Desired Culture And Current
Culture
Identify the
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
Define the Culture Needed to Support
Long-Term Success (“Desired
Culture”)
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26. “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.”
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27. Pyramid of Organizational Development
Personnel:
• Hiring
• Compensation
Corporate Culture
Values Beliefs Norms
Management Systems
Planning Organization
Management
Development
Perf.
Mgmt.
Operational Systems
Resources Management
Products & Services
Markets
Accounting:
• Billing
• Payroll
Production:
•Shipping
Marketing:
• Selling
Financial
Resources
Technological and
Physical Resources
Human
Resources
Develop Products (Services)
Define Market Segments and Niche
Business Foundation
 Business Definition  Strategic Mission  Core Strategy
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28. 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)
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29. 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
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30. HOW VALUE
IS
CREATED?
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31. HOW FAR CAN WE GO?
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32. 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.
Eco-leadership Discourse
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33.  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.
Organizational
eco-system
External
environment
The Eco-Leader: ‘working across boundaries’

34. DEMOGRAPHIC SHIFTS IN THE WORKFORCE ARE REAL
…and there is a skills gap in developed countries…
U.S.
• The US Department of Education estimates
that 60% of all new jobs in the 21st century
will require skills that only 20% of the
workforce possess1
• US colleges and universities will graduate
only a fraction of the number of scientists and
engineers that will retire through 20181
Japan and South Korea
• Within 10 years, 26% of the Japanese
population will be over 65 years old 3
• By 2050, the percentage of the South
Korean’s over the age of 60 will jump to
41% of the population from 14% today, an
increase of more than 300% 4
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
1 Corporate Leadership Council, Managing the Workforce Planning Process, August 2004
2 Deloitte Research
3 Corporate Leadership Council
4 Hewitt International Report, October 2003
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35. 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
developing employees to drive retention as the
war for talent grows increasingly competitive3
1 China Population and Development Research Center
2 Innovation in Emerging Markets, Deloitte Research, 2006
3 “HR Considerations For Entering The Asian Labor Market”, CLC, June 2005
4 “Resourcing in Eastern Europe”, Feb 2004, CLC
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36. HR IS GROWING IN IMPORTANCE, IF…
…we envision and manage HR as a business
Human Capital Strategy to Achieve
the Enterprise Strategy
Dependable HR Controls
High
Performance
Talent
High
Performance
Organization
Competitive
HR
Services
Human Capital Strategy to Achieve
the Enterprise Strategy
Dependable HR Controls
High
Performance
Talent
High
Performance
Organization
Competitive
HR
Services
Enterprise Strategy
and Objectives
Financial Markets
Returns in excess of
alternatives
Financial Markets
Returns in excess of
alternatives
Public Policy and
Reputation
Conformity with
expectations
Public Policy and
Reputation
Conformity with
expectations
Talent Markets
Employer of choice –
Employees of choice
Talent Markets
Employer of choice –
Employees of choice
Consumer Markets
Value delivery better than
competitors
Consumer Markets
Value delivery better than
competitorsWhat Business
is HR In?
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37. ❖ 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.
COMMON SKILLS AND COMPETENCIES
THEMES
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38. 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.
BUILDING CORPORATE LEADERSHIP FOR THE
FUTURE
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39. DIRECTION + DYNAMISM =
HARMONIOUS PROGRESS
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41. “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.”
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42. MANAGE THE STRATEGY-CULTURE
RELATIONSHIP
 Link to mission
 Maximize synergy
 Manage around the
culture
 Reformulate strategy or
culture
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43. CORPORATE GOVERNANCE
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THANK YOU FOR
YOUR
“ATTENTION”
RAMBABU PENTYALA
M.A.LITT(ENG.), M.B.A(HR, MKTG & SYS.MGMT)
AN ASQ-CERTIFIED SIX SIGMA BLACK BELT PROFESSIONAL
AVP-HR AND OPERATIONS
YOU CAN REACH ME AT:
rambabupentyala@gmail.com