The document discusses various leadership theories and models, including transformational and transactional leadership, situational and contingency theories, and the role of change management in organizations. Key figures such as John P. Kotter and concepts like providing a compelling narrative during times of crisis are highlighted to illustrate effective leadership practices. Additionally, it outlines a real-world case study of Andrew Yule & Company, which transformed from a failing entity to a growth-oriented business through strategic management and employee involvement.

1. TRANSFORMATIONALTRANSFORMATIONAL
LEADERSHIP ILEADERSHIP I
BYBY
DR SATYANARAYANA DASHDR SATYANARAYANA DASH
EX-ACTG CHAIRMAN, STATEEX-ACTG CHAIRMAN, STATE
ADMINISTRATIVE TRIBUNAL,ADMINISTRATIVE TRIBUNAL,
ODISHAODISHA

2. LEADERSHIP MANAGEMENTLEADERSHIP MANAGEMENT
1.Search for Qualities of Leadership1.Search for Qualities of Leadership
• Plato’s “Republic” & Plutarch’s “Lives”Plato’s “Republic” & Plutarch’s “Lives”
• Thomas Carlyle (1841)– “Heroes & HeroThomas Carlyle (1841)– “Heroes & Hero
Worship”Worship”
• Francis Galton (1869)- “ HereditaryFrancis Galton (1869)- “ Hereditary
Genius”Genius”
• Traits of Leadership : Intelligence,Traits of Leadership : Intelligence,
Dominance, adaptability, integrity, selfDominance, adaptability, integrity, self
confidenceconfidence

3. ALTERNATIVE THEORIES OFALTERNATIVE THEORIES OF
LEADERSHIPLEADERSHIP
• Trait Theory of Leadership endured forTrait Theory of Leadership endured for
about a Centuryabout a Century
• 1940’s & 50’s – Bird, Stogdil & Mann came1940’s & 50’s – Bird, Stogdil & Mann came
out with alternative theoriesout with alternative theories
• Leader in one situation may not be aLeader in one situation may not be a
leader in anotherleader in another
• Situational Theories of LeadershipSituational Theories of Leadership

4. RE EMERGENCE OF TRAITRE EMERGENCE OF TRAIT
THEORYTHEORY
• Statistical Advances contributed toStatistical Advances contributed to
Quantitative rather than QualitativeQuantitative rather than Qualitative
ReviewReview
• Leadership related to intelligence,Leadership related to intelligence,
openness to experience,general self-openness to experience,general self-
efficacy,conscientiousness,adjustmentefficacy,conscientiousness,adjustment
• Deficiencies: limited attributes,behaviouralDeficiencies: limited attributes,behavioural
diversitiesdiversities

5. ATTRIBUTE PATTERNATTRIBUTE PATTERN
APPROACH TO LEADERSHIPAPPROACH TO LEADERSHIP
• Based on integrated totality of traits rather thanBased on integrated totality of traits rather than
summation of individual traitssummation of individual traits
• Explains the variances in both leader emergenceExplains the variances in both leader emergence
and leadership effectivenessand leadership effectiveness
• Behavioural & Style theories– David McClellandBehavioural & Style theories– David McClelland
& Kevin Mick- strong personality, positive ego,& Kevin Mick- strong personality, positive ego,
self-confidence and high self esteemself-confidence and high self esteem
• Robert Blake’s Managerial Grid Model –concernRobert Blake’s Managerial Grid Model –concern
for people & concern for Productionfor people & concern for Production
• B.F.Skinner’s Positive Reinforcement ModelB.F.Skinner’s Positive Reinforcement Model

6. SITUATIONAL & CONTINGENCYSITUATIONAL & CONTINGENCY
THEORYTHEORY
• Leader’s role is a function of the situation he isLeader’s role is a function of the situation he is
inin
• Fred Fiedler’s Situational Contingency Model ---Fred Fiedler’s Situational Contingency Model ---
Relationship oriented, Task orientedRelationship oriented, Task oriented
• Victor Vroom, Phillip Yeton Arthur Jago’s (1988)Victor Vroom, Phillip Yeton Arthur Jago’s (1988)
Normative Decision Model & situationalNormative Decision Model & situational
contingency theorycontingency theory
• Robert House’s Path-Goal Theory (1971)-Robert House’s Path-Goal Theory (1971)-
Achievement oriented, Directive,participativeAchievement oriented, Directive,participative
and supportive – complements attributes of theand supportive – complements attributes of the
subordinatessubordinates

7. FUNCTIONAL THEORY OFFUNCTIONAL THEORY OF
LEADERSHIPLEADERSHIP
• TRANSACTIONAL LEADERS– empowered toTRANSACTIONAL LEADERS– empowered to
achieve specific tasks—evaluate, correct andachieve specific tasks—evaluate, correct and
train subordinates, Burns (1978)train subordinates, Burns (1978)
• TRANSFORMATIONAL LEADFERS– motivatesTRANSFORMATIONAL LEADFERS– motivates
the team to be efficient and effective– leaderthe team to be efficient and effective– leader
highly visible ans charismatic, Burns (1978)highly visible ans charismatic, Burns (1978)
• Neo emergent Theory– Leader is created by theNeo emergent Theory– Leader is created by the
image created by print, electronic media & blogsimage created by print, electronic media & blogs
• Fleishman’s Functional Theory:(1) ConsiderationFleishman’s Functional Theory:(1) Consideration
(2) Initiating Structure (1953)(2) Initiating Structure (1953)

8. STYLES OF LEADERSHIPSTYLES OF LEADERSHIP
• AUTOCRATICAUTOCRATIC
• DEMOCRATICDEMOCRATIC
• LAISSEZ FAIRELAISSEZ FAIRE
• NARCISSISTICNARCISSISTIC
• TOXICTOXIC
• GROUP LEADERSHIP—Purpose,GROUP LEADERSHIP—Purpose,
Priorities, Roles, Decisions,Conflict,Priorities, Roles, Decisions,Conflict,
Personal traits, Norms, Effectiveness,Personal traits, Norms, Effectiveness,
Success & TrainingSuccess & Training

9. LEADERSHIP POWERSLEADERSHIP POWERS
• Legitimate PowerLegitimate Power
• Reward PowerReward Power
• Coercive PowerCoercive Power
• Expert PowerExpert Power
• Charisma PowerCharisma Power
• Referent PowerReferent Power
• Information PowerInformation Power

10. Sun Tzu’s DEFINITIONSun Tzu’s DEFINITION
• Leadership is a matter of intelligence,Leadership is a matter of intelligence,
trustworthiness,humaneness,courage andtrustworthiness,humaneness,courage and
discipline --- Reliance on intelligence alonediscipline --- Reliance on intelligence alone
results in rebelliousness.Exercise ofresults in rebelliousness.Exercise of
humaneness alone results in weakness. Fixationhumaneness alone results in weakness. Fixation
on trust results in folly.Dependence on theon trust results in folly.Dependence on the
strength of courage results in violence.strength of courage results in violence.
Excessive discipline and sternness in commandExcessive discipline and sternness in command
results in cruelty. When one has all five virtuesresults in cruelty. When one has all five virtues
together, each appropriate to its function, thentogether, each appropriate to its function, then
one can be a leader.one can be a leader.

11. THEORY OF CHANGETHEORY OF CHANGE
MANAGEMENTMANAGEMENT
• Change must involve peopleChange must involve people
• Understand current position of theUnderstand current position of the
OrganisationOrganisation
• Understand the target position of theUnderstand the target position of the
OrganizationOrganization
• Plan Development to achieve the targetPlan Development to achieve the target
• Communicate, involve,enable andCommunicate, involve,enable and
facilitate involvement of the peoplefacilitate involvement of the people

12. JOHN P KOTTER’S EIGHT STEPSJOHN P KOTTER’S EIGHT STEPS
• John P. Kotter’s “Leading Change” (1995) and “Heart OfJohn P. Kotter’s “Leading Change” (1995) and “Heart Of
Change”(2002)Change”(2002)
• Increase Urgency– Inspire People to moveIncrease Urgency– Inspire People to move
• Build the guiding Team– Get right people in placeBuild the guiding Team– Get right people in place
• Get the Vision Right—Establish simple vision & strategyGet the Vision Right—Establish simple vision & strategy
• Communicate for Buy-in– Declutter CommunicationCommunicate for Buy-in– Declutter Communication
• Empower Action—Remove obstaclesEmpower Action—Remove obstacles
• Create short term Wins—Set easily achievable aimsCreate short term Wins—Set easily achievable aims
• Don’t Let Up– Be persistentDon’t Let Up– Be persistent
• Make Change Stick—Reinforce value of successfulMake Change Stick—Reinforce value of successful
ChangeChange

13. JOHN FISHER’S MODEL OFJOHN FISHER’S MODEL OF
PERSONAL CHANGEPERSONAL CHANGE
• AnxietyAnxiety
• HappinessHappiness
• FearFear
• ThreatThreat
• GuiltGuilt
• DisillusionmentDisillusionment
• HostilityHostility
• DenialDenial

14. PROCESS OF CHANGEPROCESS OF CHANGE
• Change provoked by a CrisisChange provoked by a Crisis
• Gentle Persuasion Of Employees ratherGentle Persuasion Of Employees rather
than Forcethan Force
• Lead by ExampleLead by Example
• No single change can please everybodyNo single change can please everybody
• Time soften effects of changeTime soften effects of change
• Change must be reasonable &Change must be reasonable &
manageablemanageable

15. CHANGE DUE TOCHANGE DUE TO
OUTSOURCING & ITOUTSOURCING & IT
DEVELOPMENTDEVELOPMENT
• Clarify Mutual expectationsClarify Mutual expectations
• Agree to expectations on a pragmatic basisAgree to expectations on a pragmatic basis
• Make Overview AnalysisMake Overview Analysis
• Enable jobs to be broken down into sub-tasksEnable jobs to be broken down into sub-tasks
and elements within sub-tasksand elements within sub-tasks
• Task analysis should indicate Standards,Task analysis should indicate Standards,
Performance tolerance & Percentage ReliabilityPerformance tolerance & Percentage Reliability
• Patience & TolerancePatience & Tolerance

16. BUSINESS DEVELOPMENTBUSINESS DEVELOPMENT
DRIVEN CHANGEDRIVEN CHANGE
• Depends on Promoters or CEODepends on Promoters or CEO
• No unique strategy for ChangeNo unique strategy for Change
ManagementManagement
• Could lead to Sales Development, NewCould lead to Sales Development, New
Product Development, New MarketProduct Development, New Market
Development, Supply Chain DevelopmentDevelopment, Supply Chain Development
• Peoples’ Capacity DevelopmentPeoples’ Capacity Development
• Strategic Partnership DevelopmentStrategic Partnership Development
• International DevelopmentInternational Development

17. CHANGE IN A DYNAMICCHANGE IN A DYNAMIC
ENVIRONMENTENVIRONMENT
• Plan long term broadlyPlan long term broadly
• Establish Forums for intermediate reviewsEstablish Forums for intermediate reviews
& communications& communications
• Empower people sufficientlyEmpower people sufficiently
• Remove highly conservative and ultraRemove highly conservative and ultra
cautious executivescautious executives
• Create virtual teams and matrixCreate virtual teams and matrix
managementmanagement
• Scrutinise & optimise ICTScrutinise & optimise ICT

18. PROCESS OF CORPORATEPROCESS OF CORPORATE
TRANSFORMATIONTRANSFORMATION
• PRINCIPLESPRINCIPLES
• Every One is both Actor & Observer—Every One is both Actor & Observer—
Ronald A. Heifetz’s Model of a “DanceRonald A. Heifetz’s Model of a “Dance
Floor” and a “Balcony”Floor” and a “Balcony”
• Each Individual crosses a threshold ofEach Individual crosses a threshold of
conviction--- seek answers to the questionconviction--- seek answers to the question
of “Why…. ?” and “Why now…….?”,of “Why…. ?” and “Why now…….?”,
“Where to….?”, “What is in it for me….?”“Where to….?”, “What is in it for me….?”

19. PROCESS OF CORPORATEPROCESS OF CORPORATE
TRANSFORMATION (CONTD.)TRANSFORMATION (CONTD.)
• Everyone must cross the threshold ofEveryone must cross the threshold of
experience--- learning Heart Surgery, Golf orexperience--- learning Heart Surgery, Golf or
Cookery not from book but by personalCookery not from book but by personal
experienceexperience
• The Process must balance Redundancy &The Process must balance Redundancy &
Control---Reduce possibilities of mistakes andControl---Reduce possibilities of mistakes and
surprises – Never leave the process half way----surprises – Never leave the process half way----
leaders could have a close look at the danceleaders could have a close look at the dance
floor from the balcony – link compensation tofloor from the balcony – link compensation to
Programme’s success.Programme’s success.

20. CRISIS & TRANSFORMATIONCRISIS & TRANSFORMATION
• Crisis in an Organization creates a “Story”Crisis in an Organization creates a “Story”
leaders could screenply to convince employeesleaders could screenply to convince employees
• Non Crisis situations will always make theNon Crisis situations will always make the
employees ask “Why….?”—Difficult to answeremployees ask “Why….?”—Difficult to answer
• Transformation story: (1) Analyse why crisisTransformation story: (1) Analyse why crisis
happened? (2) Find the solution—a newhappened? (2) Find the solution—a new
product, a process, quality standard, aproduct, a process, quality standard, a
technology or a management model (3) Definetechnology or a management model (3) Define
the Picture– Where the Company is heading?the Picture– Where the Company is heading?

21. CRISIS & TRANSFORMATIONCRISIS & TRANSFORMATION
(CONTD.)(CONTD.)
• How Can the Company Reach the Goal?How Can the Company Reach the Goal?
• Leader’s experience must be internalisedLeader’s experience must be internalised
by the employees--- Identity Transitionby the employees--- Identity Transition
• Orchestrate thousands of individualOrchestrate thousands of individual
identity transitionsidentity transitions
• Make the story real – convince employeesMake the story real – convince employees
the logic of this transformationthe logic of this transformation

22. THE CHALLENGE OFTHE CHALLENGE OF
TRANSFORMATIONTRANSFORMATION
• Powerful Central Group to initiatePowerful Central Group to initiate
• Individuals takeover thereafterIndividuals takeover thereafter
• Central Definition & Management required inCentral Definition & Management required in
highly critical situationshighly critical situations
• Cascade Practice: Each round of discussionCascade Practice: Each round of discussion
involves new employees ininvolves new employees in
meetings/workshops– lower end employees maymeetings/workshops– lower end employees may
not fully appreciate the story or concernsnot fully appreciate the story or concerns
• Mention Past Glory or strategy in similarMention Past Glory or strategy in similar
organizationsorganizations

23. NEW APPROACHES TONEW APPROACHES TO
CORPORATECORPORATE
TRANSFORMATIONTRANSFORMATION
• St Luke Advertising Agency, UK--- Joint Agency ClientSt Luke Advertising Agency, UK--- Joint Agency Client
Rooms – Access anytimeRooms – Access anytime
• Ford Motor Co: Identity Transition through a “TeachableFord Motor Co: Identity Transition through a “Teachable
Point Of View”– Workshop of Employees to form theirPoint Of View”– Workshop of Employees to form their
own “Teachable Point Of View” – similar to cascadeown “Teachable Point Of View” – similar to cascade
process with prescribed detailed instructionsprocess with prescribed detailed instructions
• Johnson & Johnson--- FrameworkS- 10 to 12 personsJohnson & Johnson--- FrameworkS- 10 to 12 persons
are invited to become part of executive committee with 9are invited to become part of executive committee with 9
permanent members and brainstorm in a remote locationpermanent members and brainstorm in a remote location
for a week– subcommittees and task forces to –ultimatefor a week– subcommittees and task forces to –ultimate
discussions with Ralph Larsen, the CEOdiscussions with Ralph Larsen, the CEO
• All these Processes involve CATALYTIC OBJECTSAll these Processes involve CATALYTIC OBJECTS

24. CATALYTIC OBJECTSCATALYTIC OBJECTS
• These catalytic Objects transfer andThese catalytic Objects transfer and
create experience of transformation storycreate experience of transformation story
in the mind of the employeesin the mind of the employees
• They can be centrally shaped and theirThey can be centrally shaped and their
development centrally monitoreddevelopment centrally monitored
• They form the Bridge between ExecutiveThey form the Bridge between Executive
suite and the frontline.suite and the frontline.

25. TRANSFORMATIONAL LEADERSTRANSFORMATIONAL LEADERS
• Lou Gerstner -- IBMLou Gerstner -- IBM
• John Reed– CitibankJohn Reed– Citibank
• Ferdinand Piech– AudiFerdinand Piech– Audi
• Jack Welch– General ElectricJack Welch– General Electric
• Steve Jobs--- AppleSteve Jobs--- Apple
• Akio Morita-- SonyAkio Morita-- Sony

26. INDIAN EXAMPLESINDIAN EXAMPLES
ANDREW YULE & COMPANYANDREW YULE & COMPANY
LIMITED (AYCL)LIMITED (AYCL)
• Established in 1863Established in 1863
• Came under Government Of India inCame under Government Of India in
May,1979May,1979
• Declared sick by BIFR in 2004Declared sick by BIFR in 2004
• BIFR approved Revival Package inBIFR approved Revival Package in
October 2007October 2007
• Listed at Bombay Stock ExchangeListed at Bombay Stock Exchange

27. AYCL- TURNAROUNDAYCL- TURNAROUND
STRATEGYSTRATEGY
• Sell off non-performing assets: shares inSell off non-performing assets: shares in
Phoenix Yule Limited (PYL) & DishergarhPhoenix Yule Limited (PYL) & Dishergarh
Power Supply Company Limited (DPSC)Power Supply Company Limited (DPSC)
• Create an environment of trust, opennessCreate an environment of trust, openness
and encouragementand encouragement
• Payment of wages, salaries & statutoryPayment of wages, salaries & statutory
dues in timedues in time
• Disputes with the Union ssettledDisputes with the Union ssettled

28. AYCL STRATEGYAYCL STRATEGY
• Extensive discussions with Employees onExtensive discussions with Employees on
Turnaround StrategyTurnaround Strategy
• Quality, Promptness of delivery & CostQuality, Promptness of delivery & Cost
ManagementManagement
• Focus on Extensive 15 Tea Gardens inFocus on Extensive 15 Tea Gardens in
Assam & West Bengal– Rejuvenation ofAssam & West Bengal– Rejuvenation of
Old Plantations– looking after 14500Old Plantations– looking after 14500
workersworkers

29. AYCL STRATEGY (CONTD.)AYCL STRATEGY (CONTD.)
• Quality upgradation led to Tea prices fetchingQuality upgradation led to Tea prices fetching
Rs.150 per Kg against Rs.75 per Kg earlierRs.150 per Kg against Rs.75 per Kg earlier
• Quality Vision – to be among Top 20 gradesQuality Vision – to be among Top 20 grades
• Extensive Uprooting & Replantation ProgrammeExtensive Uprooting & Replantation Programme
leading to higher productivityleading to higher productivity
• Revamping of Engineering & Electrical Division–Revamping of Engineering & Electrical Division–
Process Upgradation & improvementProcess Upgradation & improvement
• Marketing Activities were strengthened & timelyMarketing Activities were strengthened & timely
delivery ensureddelivery ensured

30. AYCL STRATEGYAYCL STRATEGY
• AYCL transformed from a sick company toAYCL transformed from a sick company to
growth-oriented Companygrowth-oriented Company
2006-07 2007-08 2010-112006-07 2007-08 2010-11
(Rupees in Crores)(Rupees in Crores)
Turnover 146.68 182.71 239.46Turnover 146.68 182.71 239.46
PBDIT (-) 46.46 31.93 63.37PBDIT (-) 46.46 31.93 63.37
PBT (-) 90.11 8.61 42.41PBT (-) 90.11 8.61 42.41

31. HEAVY ENGINEERINGHEAVY ENGINEERING
CORPORATION (HEC)CORPORATION (HEC)
• Set up in 1958 to help establish SteelSet up in 1958 to help establish Steel
PlantsPlants
• Made losses in all the years except 1975-Made losses in all the years except 1975-
76,1976-77 & 1988-8976,1976-77 & 1988-89
• BIFR orders closure of the Company onBIFR orders closure of the Company on
06.07.200406.07.2004
• Appeal to AAIFR By the Company & theAppeal to AAIFR By the Company & the
Department of Heavy IndustryDepartment of Heavy Industry

32. HEC (CONTD.)HEC (CONTD.)
• HEC filed writ petition in Jharkhand HighHEC filed writ petition in Jharkhand High
CourtCourt
• Power Supply to HEC townshipPower Supply to HEC township
transferred to Jharkhand State Electricitytransferred to Jharkhand State Electricity
Board with effect from 01.12.2004Board with effect from 01.12.2004
• Company submitted a Revival Plan toCompany submitted a Revival Plan to
Ministry & BRPSEMinistry & BRPSE
• BRPSE approves the Plan on 07.10.2005BRPSE approves the Plan on 07.10.2005
& Govt on 15.12.2005& Govt on 15.12.2005

33. HEC (CONTD.)HEC (CONTD.)
• 2005 Turnaround Plan was not a success2005 Turnaround Plan was not a success
because of the following factorsbecause of the following factors
--Acute shortage of working capital--Acute shortage of working capital
--1992 Scales of Pay--1992 Scales of Pay
--Demoralisation among employees--Demoralisation among employees
--Manpower mismatch—VRS--Manpower mismatch—VRS
--33 Trade Unions--33 Trade Unions
-- Lack of Timely Delivery-- Lack of Timely Delivery

34. HEC TRANSFORMATIONHEC TRANSFORMATION
STRATEGYSTRATEGY
• Payment of Ad hoc amount to workersPayment of Ad hoc amount to workers
• September 2008 Revival Package allowedSeptember 2008 Revival Package allowed
1997 Pay Revision & increase in Super1997 Pay Revision & increase in Super
annuation Age from 58 to 60 yearsannuation Age from 58 to 60 years
• Reduction in number of Trade Unions fromReduction in number of Trade Unions from
33 to 433 to 4
• Extensive Management Interaction withExtensive Management Interaction with
the Employeesthe Employees

35. HEC TRANSFORMATIONHEC TRANSFORMATION
STRATEGYSTRATEGY
• Upgradation of Central Foundry & ForgeUpgradation of Central Foundry & Forge
Plant (CFFP), Heavy Machine BuildingPlant (CFFP), Heavy Machine Building
Plant (HMBP) & Heavy Machine ToolsPlant (HMBP) & Heavy Machine Tools
Plant (HMTP) – installation of 5 TonnePlant (HMTP) – installation of 5 Tonne
Induction Furnace & Planned PreventiveInduction Furnace & Planned Preventive
MaintenanceMaintenance
• Timely & Quality Delivery to CustomersTimely & Quality Delivery to Customers

36. HEC TRANSFORMATIONHEC TRANSFORMATION
STRATEGYSTRATEGY
• Marketing strategy on Quality NicheMarketing strategy on Quality Niche
Products – 5 CuM & 10 CuM Shovels,Products – 5 CuM & 10 CuM Shovels,
Heavy Duty Cranes, Railway MachineHeavy Duty Cranes, Railway Machine
Tools & Deep Hole Drilling ToolsTools & Deep Hole Drilling Tools
• Coal Handling & Ore Handling Projects,Coal Handling & Ore Handling Projects,
Steel Plant Rolls, Heavy Steel CastingsSteel Plant Rolls, Heavy Steel Castings
• Forgings for Nuclear usage & SpaceForgings for Nuclear usage & Space
ApplicationsApplications

37. HEC GROWTHHEC GROWTH
• FINANCIALSFINANCIALS
2006-07 2010-11 2012-132006-07 2010-11 2012-13
(Rupees in Crores)(Rupees in Crores)
TURNOVER 303.90 681.29TURNOVER 303.90 681.29
739.71739.71
OP PROFIT 13.15 45.64 12.21OP PROFIT 13.15 45.64 12.21

38. BHARAT HEAVY ELECTRICALSBHARAT HEAVY ELECTRICALS
LIMITED (BHEL)LIMITED (BHEL)
• Started in 1950’s --Manufactures PowerStarted in 1950’s --Manufactures Power
Generation Equipment– Generators &Generation Equipment– Generators &
Boilers,Industrial Boilers, Transformers,Boilers,Industrial Boilers, Transformers,
Distribution & Transmission EquipmentDistribution & Transmission Equipment
• Making Profit since Inception– Turnover—Making Profit since Inception– Turnover—
Rs.43451 Crore (2010-11),Net Profit–Rs.43451 Crore (2010-11),Net Profit–
Rs.6021 Crore, (2014-15) TO 30806 CrRs.6021 Crore, (2014-15) TO 30806 Cr
NP Rs1314 Cr, down 62% over 2013-14NP Rs1314 Cr, down 62% over 2013-14
• Order Book Position—Rs. 60507 CroreOrder Book Position—Rs. 60507 Crore
(2010-11), Cumulative-Rs.164130 Crore(2010-11), Cumulative-Rs.164130 Crore

39. BHEL (CONTD.)BHEL (CONTD.)
• Commissioned 9442 MW of PowerCommissioned 9442 MW of Power
Generating Equipment during 2010-11Generating Equipment during 2010-11
• BHEL faces competition from ChineseBHEL faces competition from Chinese
suppliers and in the Domestic Market fromsuppliers and in the Domestic Market from
L & T- Mitsubushi, Bharat Forge-Alsthom,L & T- Mitsubushi, Bharat Forge-Alsthom,
BGR EnergyBGR Energy
• BHEL has adopted Strategic PlanningBHEL has adopted Strategic Planning
Process to face competitionProcess to face competition

40. BHEL (CONTD.)BHEL (CONTD.)
• Six Priority AreasSix Priority Areas
(1)(1)Timely Project DeliveryTimely Project Delivery
(2)(2)Capacity Expansion to 20000 MWCapacity Expansion to 20000 MW
(3)(3)Product Cost Competitiveness & QualityProduct Cost Competitiveness & Quality
(4)(4)DiversificationDiversification
(5)(5)Engineering & TechnologyEngineering & Technology
(6)(6)People DevelopmentPeople Development

41. BHEL (CONTD.)BHEL (CONTD.)
• Communication of Strategy to Key Constituents–Communication of Strategy to Key Constituents–
Employees Forum, Customer’s Meet, AGM,Employees Forum, Customer’s Meet, AGM,
Investors’ MeetInvestors’ Meet
• Monitor strategy execution & accountability– TheMonitor strategy execution & accountability– The
strategic Plan is discussed with employees atstrategic Plan is discussed with employees at
various levels and individual targets fixedvarious levels and individual targets fixed
• Variable part of executive compensation relatedVariable part of executive compensation related
to achievement of individual goalsto achievement of individual goals
• Adjustment of strategy to market conditions ifAdjustment of strategy to market conditions if
requiredrequired

42. BHEL (CONTD.)BHEL (CONTD.)
• Technology Change---Bhel spent Rs.1005Technology Change---Bhel spent Rs.1005
Crore on R & D in 2010-11 – 2.3% ofCrore on R & D in 2010-11 – 2.3% of
TurnoverTurnover
• Filed 303 Patents and copyrights–Filed 303 Patents and copyrights–
cumulative 1438 Patentscumulative 1438 Patents
• Got a breakthrough order from PGCIL forGot a breakthrough order from PGCIL for
800 KV 6000 MW Ultra High Voltage Multi800 KV 6000 MW Ultra High Voltage Multi
Terminal DC Transmission Link inTerminal DC Transmission Link in
collaboration with ABB, Swedencollaboration with ABB, Sweden

43. BHEL StrategyBHEL Strategy
• IMPRESS (Improvement Process RewardsIMPRESS (Improvement Process Rewards
Scheme)– recognize, nurture & rewardScheme)– recognize, nurture & reward
innovations– Cash Rewards, Appreciationinnovations– Cash Rewards, Appreciation
Letters, Public felicitation & in house journalLetters, Public felicitation & in house journal
publicationpublication
• Leadership Development—Core ProgrammesLeadership Development—Core Programmes
of HRDI, Focussed Programmes of HRDI,of HRDI, Focussed Programmes of HRDI,
Mentoring, Cross-Functional Teams,Mentoring, Cross-Functional Teams,
Programmes at Units/DivisionsProgrammes at Units/Divisions

44. BHEL (CONTD.)BHEL (CONTD.)
• HRDI Core Programmes– EDP (E1-E4), SelfHRDI Core Programmes– EDP (E1-E4), Self
Starters’ Programme (E2), Young Manager’sStarters’ Programme (E2), Young Manager’s
Programme (E3-E4), General ManagementProgramme (E3-E4), General Management
Programme (E5-E6), Middle ManagementProgramme (E5-E6), Middle Management
Programmes (E4-E6),Strategic ManagementProgrammes (E4-E6),Strategic Management
Programmes (Sr DGMs & AGMs– LeadershipProgrammes (Sr DGMs & AGMs– Leadership
Labs)Labs)
• HRDI Focussed Programmes– StrategicHRDI Focussed Programmes– Strategic
Thinking, Team Work, Creative Problem Solving,Thinking, Team Work, Creative Problem Solving,
Communication Skills, Values Lab, LeadershipCommunication Skills, Values Lab, Leadership
ExcellenceExcellence

45. BHEL (CONTD.)BHEL (CONTD.)
• Mentoring—compulsory for all newMentoring—compulsory for all new
executives– 1000 Mentors trained in 2008-executives– 1000 Mentors trained in 2008-
09 & 2009-1009 & 2009-10
• Units/Division Programmes– onUnits/Division Programmes– on
Leadership DevelopmentLeadership Development
• Nomination to External ProgrammesNomination to External Programmes
• Cross-Functional Teams– Teams fromCross-Functional Teams– Teams from
different functions work together.different functions work together.

46. THANKSTHANKS
THE ENDTHE END