-

CHANGING BUSINESS TRENDS

&
Organizational Leadership
 Fast Forward: Trends That Will Change
the Way You Do Business

• From e-mail to health care, from manufacturing to

artificial intelligence and to the end of HR as we know it,
there are forecasts of how different the world of
workforce management will be from now on .

• Workforce-management decisions aren’t made sitting in

the Corporate Glass towers by a few individuals any more

• Workforce-management decisions today demands a

clear sense of the landscape on the far horizon and the
hard realities of the action point where your team
operates.

• Walk- the - talk is a hard reality practiced by one and all

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 CHANGE IN TRENDS

• IN BUSINESS STRATEGY

• Business Goes to Kindergarten

• Companies Won't Sleep
• Tele-work Has a EVA (Economic Value Add )
• Outsourcing
• Recruiting Older Workers
• Mergers
• Freelancers and Consultants

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 CHANGE IN TRENDS
• IN PEOPLE POLICIES
 Organized Labour
 Women at Work
 Spirituality at Work
 Child Care
 Pay for Wellness Performance
 Universal Health Care
 Defined Benefit Plans

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 CHANGE IN TRENDS
IN CORPORATE MISSION
• Communication
• Preferred Employer Status
• Accounting for Customer & your People –
They are your movable assets
• Skills Shortage = Help Wanted : 10 Million
workers in the next 10/15 years

• Create Learning Organization

• Create Performing Organization

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 CHANGE TRENDS
CHANGED ROLE OF H R - The End of HR As We Know It

 HR becomes a business partner.

 Takes business from strategy to implementation.
 Redesign organization structures and jobs to increase
employee responsibility and decision making
 Initiative to promote labor -management cooperation such as
‘partnership’ with unions
 Create opportunities for employees to learn and use skills
that go beyond current jobs
 Nurture and develop talent for competitive advantage
 Develop feedback system - individual and company

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 CHANGE TRENDS

• IN LEADERSHIP
PARADIGM SHIFT IN LEADERSHIP

 LEADERSHIP IS BASED ON TRUST & TEAM BASICS

 LEADERS PLAYS THE ROLE OF COACHES, MENTORS &
STEWARDS
 CREATE A DISTINCT CULTURE OF OPENNESS, TRUST, FAIR
PLAY AND TRANSPARENCY ACROSS THE COMPANIES.
 EMPOWER MANAGERS
 ENSURES UNIFORMITY TO THE EXTENT POSSIBLE
 WALK THE TALK

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BUSINESS TRENDS
2010 PLUS
 BUSINESS TRENDS - 2010 PLUS

CHANGE IS THE ONLY

CONSTANT IS THE ONLY REALITY
CUSTOMER

• Knowledge & Creativity valued more than

physical capital
• Intelligence is built into all Products and Services
• Everything with a Digital Heartbeat is connected

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 BUSINESS TRENDS - 2010 PLUS
Continuous focus on RESTRATEGISING of Business
relationships with Suppliers, Distributors, Employees
and NOW even Competitors

Professional’s Performances are continuously

measured against Variable Targets and closely
related to R.O.I.

R.O.I. is SYNONYMUS to CUSTOMER

RELATIONS

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 KEY DRIVERS FOR TOMORROW
• CONNECTIVITY: The death of distance
– Everything is becoming electronically connected to anything
that is related to business such as products, people,
companies, countries
• SPEED : Shrinking of time
– Every aspect of business & the connected organizations
today operates and changes in LESS time.
• CUSTOMER : Economic Value Addition
- Every ACTIVITY has DIRECT &/or INDIRECT EVA

The importance of Customer Support and Customer EVA is

growing faster and are valued higher than before

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 CUSTOMER & BRAND
• PRESENT CENTURY, BRANDING WILL BE
THE ONLY UNIQUE DIFFERENTIATOR
BETWEEN COMPANIES

• OVER 1/3rd OF TOTAL STOCK MARKET VALUE

TODAY
IS ACCOUNTED TO BRAND VALUE

• BRAND VALUE HAS TREMENDOUS IMPACT

ON SHAREHOLDER VALUE

•BRAND IS SYNONYMOUS TO CUSTOMERS

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 COMPETITION REDEFINED
• Competition today therefore is not between products
anymore - it’s between Business Concepts ,Brand
Equity,and Customer Relations.

• Business Concepts , Brand Equity and Customer

Relations , are Laid & Driven by EMPLOYEES.

• Employees become the Brand Ambassador as they

honor and execute the Pact between the Company
and the Customer.

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 “Management Balancing Act”
Customers - Business - Employees
DIMENSIONS OF BALANCED PERFORMANCE

To
Employees
who deliver
Customers
value
who generate
returns
For
For
Shareholders
who provide
opportunities
Leadership ensures ‘balance’ and focus
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CHANGING ROLE
OF A LEADER:

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 ORGANIZATION ROLE OF
this…CENTURY
HUMAN CAPITAL PLANNING
BUILD (Training & Development)
BORROW (Hire Competencies - secondments, consultants)
BUY (external talent acquisition)

CLEAR STRATEGIES
•PROVIDE OPPORTUNITY PEOPLE FOR
TO LEARN THE LATEST CENTRIC •DEVELOPMENT
•BUSINESS •GROWTH
INFORMATION •CONTRIBUTION
FAST RATE OF
LEARNING
COMMUNICATE
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 CHANGING ROLE OF A MANAGER:

 SELECTING -
SELECT FOR TALENT AND
NOT FOR SKILL
 SETTING EXPECTATIONS- DEFINE RIGHT OUTCOMES
AND NOT THE STEPS
 MOTIVATING - FOCUS ON STRENGTHS AND
NOT ON WEAKNESSES
 DEVELOPING - TO GIVE THE RIGHT FIT &
NOT ONLY FOR PROMOTION
 COMMUNICATING - TO SHARE BOTH THE GOOD
BAD NEWS

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STRATEGIC BUSINESS MANAGEMENT
SUPPORT FUNCTION
HR ADMIN
LE O M
P P A W
O B R OR
E E U K
P R S K
I E
A N
S T E T S
Y S I Y
S I
TE O S N T S
N G E
M M

SUPPORT FUNCTION
Finance Purchase
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CUSTOMER SCORE CARD – 4 PERSPECTIVES
Employees must build in their Performance Plan ….
PERSPECTIVE -1 :
How do customers see us ?
PERSPECTIVE –2 :
What must we do to excel in satisfying
customers ?
PERSPECTIVE 3:
Can we improve the value of our services to the
Customers.
PERSPECTIVE- 4 :
How do we enhance the return of all our stakeholders ?
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 LEADERSHIP

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LEADERSHIP MATRIX
REACTION
Enable People – Enrich Knowledge – Ensure
Enable People – Enrich Knowledge – Ensure
 PERCEPTION
•Perception is the process by which we acquire a
mental image of things in our environment
•It is the interpretation of a message visual or
through hearing which is influenced by various
factors such as :
culture heredity needs
peer pressure interests values
snap judgments expectations
•These factors contribute both negatively and
positively in varying degrees
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LEADERSHIP - ROLE ANALYSIS
• What is your role as a Leader
• What is your role as a Team Member
• Perceptions can be different - 3 Dimensional

SUCESSFUL How Others

How do I
Perceive My Role LEADER/ Perceive My Role
TEAM

What Role Does

the Job Want

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KEY TO SUCCESSFUL LEADERSHIP

1. Know oneself

Know Good Understanding

What Interpersonal Leadership Styles
Others Skills Understanding
Think (Managing Emotional Blocks
(Percepti Conflict)
2. Know Needs
ons)
Match Individual Needs with Team Needs -
- Then Synchronies With Organizational Needs

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 We find 2 types of Leaders

(1) TRANSFORMATIONAL (II) TRANSACTIONAL

CHANGE EXCHANGE

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TRANSFORMATIONAL LEADERS
• Primary focus is change. Can communicate a
clear vision of some future condition – that
“vibes” with needs of most followers. They create
a relationship of “mutual simulation” and
“elevation” (Power distributed, “higher order”
needs operationalized).

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 TRANSACTIONAL LEADERS

• Leader-follower relationship is a process

of exchange. “You fulfill agreed – upon
expectations I will give you a reward. If
not, ….. Sanctions”. Focus on smoothing
over relationships. (Power concentrated
with leader, “lower order” needs
operational).
BOTH USEFUL
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 Leadership Skills
• In contexts that require CHANGE, focus is more
on LEADERS (transformational leaders). What
constitutions this type of Leadership?
5 PRIMARY DIMENSIONS
DETERMINING DIRECTION
INFLUENCING FOLLOWERS
ESTABLISHING PURPOSE
INSPIRING FOLLOWERS
MAKING THINGS HAPPEN
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 LEADERSHIP ATTRIBUTES
• CLEAR AND CONSISTENT VISION
• PERFECT EXECUTION
• RIGHT TIES
• PROVIDE STRONG INFRASTRUCTURE
• MAKE EVERY PERSON COUNT
• KEEP THE MISSION TOP OF MIND
• FIGHT THE RIGHT BATTLES
• KEEP YOUR COOL
• MARKETING CAPABILITIES-STRATEGY
 LEADERSHIP ATTRIBUTES
CLEAR AND CONSISTENT VISION

• If you want to Galvanize followers ,you

simply cannot recast your messages too often
• You would confuse and scare people which
will go against your Leadership style
• It needs to be simple and Aspirational
• Limited numbers at any point in time – but
Clear and Concise
 LEADERSHIP ATTRIBUTES

PERFECT EXECUTION
• To make few mistakes
• Advisers/Controllers best in class
• Players always prepared, Agile and where they
need to be
• Winning executions
• Finding new customers
• Opening new markets
• Invent new strategies
 LEADERSHIP ATTRIBUTES

RIGHT TIES

• The Board
• The Investors
• Vendors
• Outsourced Partners
• Brand Managers/Media
• Employees
 LEADERSHIP ATTRIBUTES
STRONG INFRASTRUCTURE

• Mechanical and Technical Platforms

- Upgraded and Updated
• Strong Organization structure
- No compromise on Levels and New Wings
• Strong Logistical back ups
• Less time spent on Patching Holes and
Fighting fires
 LEADERSHIP ATTRIBUTES
MAKE EVERY PERSON COUNT

• Well defined Roles

• Well assessed Competencies
• Goal Allocation as per Competencies
• Efficient Monitoring system (On Line)
• Effective Feedback System
• Practice connecting with individuals in the team
to the extent possible
• Make it simple for team members to act on their
own personal beliefs
 LEADERSHIP ATTRIBUTES
KEEP THE MISSION TOP OF MIND

• Daily pressures and deliverables can easily

make you take your eye off the ball-Make sure
to review Mission Road map Periodically
( some times as frequent as daily)
• Ignore critic exhortations (Advise) to get tough
when you know you are on the right path-Even
if critics are acclaimed as specialists
 LEADERSHIP ATTRIBUTES
FIGHT THE RIGHT BATTLES
• Crisis and Unforeseen events will be the order of the
day
• Decide the path ahead on sticking to the original
game plan by
- Delegating on time and to the Right person
- Making personal appearances where substitutes
can not
- Outsource un-hesitatingly even if initial costs are
high as the gains will be far higher if the battle is
won
 LEADERSHIP ATTRIBUTES

KEEP YOUR COOL

• Exhibit calmness and Self control at the time of
crisis and difficulties
• Do not discuss Issues & Difficulties openly in
common forum where junior team members will
misinterpret the significance of the words spoken
• Do not resolve controversies openly in front of
team members specially with Cross Functional
Teams
 LEADERSHIP ATTRIBUTES
MARKETING CAPABILITIES-STRATEGY

• New Methods
• New Strategies
• New Customers
 Difference Between Groups & Teams

• Emphasis on leadership role –

• Emphasis on leadership
single point process – role shared
• Individual accountability • Individual and mutual
• Group output sum of accountability
• Group output greater than
individual work contributions
• Interdependence medium – sum of individual
low contributions
• Emphasis on individual • Interdependence high
personal skills • Emphasis on
complementarity
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 McGregor’s Team Effectiveness
Characteristics of Characteristics of
Effective Teams: Ineffective Teams:

• The atmosphere is a • There is a climate of

working atmosphere that defensiveness of fear
tends to be informal,
comfortable, and relaxed.
People are involved and
interested

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 LEADERSHIP
REQUIREMENTS

GOAL SETTING
 GOAL SETTING
GOAL SETTING IS NOT LUCK

• SUCCESS OF BUSINESS PLANNING DEPENDS ON

GOAL SETTING

• GOAL SETTING IS NOT IDENTIFYING ACTIVITIES

AS ACTIVITIES ARE ACTIONS TAKEN TO PRODUCE
RESULTS.

• GOALS are OUTPUTS or RESULTS of activities which

are Pre defined with SET MEASURABLES & demarcated
outer boundaries w.r.to TIME , COST ,VOLUMES
& QUALITY.
 GOAL SETTING

COMPANY objectives are set - TOP TEAM MEMBERS

Broken into functional objectives –

Concerned Department head & his team

Broken into individual objectives - Immediate Superior& Appraise

Key result areas (KRA s) are identified & SET

KRA s are broken into activities with pre-set

performance levels & Defined achievable

No more than 3 to 6
Quantified KRA s / Goals
 Setting Goals
There are 2 Types- Goal setting should ensure the following
Baseline goals are the Minimum level
of defined achievement and which
Baseline outpaces many of your competitors
Goals 1 and exceeds expectations .
These are the objectives you achieve to
meet your customer’s expectations

Stretch Goals are where your

performance sets the standard and
leads the market.
Aspirational This is the performance that reflects
Goals 2 superior achievement and signifies
your presence in the market
Aspirational goals also
determines High Performers
 FINALLY GOAL SETTING………
GOAL SETTING SHOULD ADDRESS
3 KEY PARAMETERS
• Increase Throughput in relation to Time
(Increase of Production / Sales in the same time
as before or same Production/Sales in reduced
time )
• Reduce Operating Cost
(Effective Utilization of Resources – With stress
on Workmen Utilization)
• Reduce / Control Inventories
( Control Work in Progress)