Leadership Pipeline

BySridharan Mahadevan

The Leadership Revisited………

Most Researched Topic

Enormous Money is being spent/

invested in LD

Research has taken us through a whole continuum but …still no end in sight

Approaches are different; yet there is a concurrence – Leadership matters

Leadership

Taking Decisions

Treading into areas

where others do not go Inspiring mentorConfidence to stand out

Courage

Charisma

Energize, Excite, Empower

Determination, InnovationCatalyst for change

IP Skill/Passion/Spontaneity

DEALING WITH AMBIGUITY

Story telling

Leadership Pipeline

A critical business process that provides organizations with a sustainable supply of quality leaders to meet the challenges of

today and tomorrow

Demand Exceeds Supply

Hiring from Business Schools at enviable salary and growing them over the years – overly aggressive

VsGrowing from within

Or Hybrid

It Depends

Demand Exceeds Supply

Leadership Pipeline

It is not about “knowing it all” but capacity to learn, change and evolve

It is not necessary to bring in stars to prime the leadership pump and unclog the pipeline

Are we willing/ready to grow our talent pool, fast enough to feed our business growth?

• Represents major mindset shifts in your leadership role

• Identifies the performance results and leadership competencies at each passage

• Defines the transition in the way leadership time is spent and the type of work valued

• May require letting go of what has made you successful in the past

Personal Leadership

Leading Multi Function

Leading the Enterprise (CEO)

Leading Managers

Leading Others

Leading Functions

Leading Businesses/Enterprise Functions

1

5

3

2

4

Leadership Pipeline

Demand Exceeds Supply

Leadership Skill requirements at different levels are significantly different (career crossroads)

Time Application : What they focus on and how they manage time

Values : Attitude towards managing the people they work with

Framework for changes during transition

Demand Exceeds Supply

Leadership Roles Transition

• Enterprise Leader•Group Leader•Business Leader• Functional Leader•Managing Managers•Managing Others•Manage Self

• Leadership & Statesmanship• Comprehensive enterprise• Business Managers• Functional strategies• Managers• Others• Personal effort

Getting Results Through

LEVELS FOCUS CHALLENGES

Leading the Enterprises Enterprise direction, individual/organization capability, and new value creation

Delivering enterprise level profitable growth year after year; building leadership talent

Leading Business /Enterprise functions

Business portfolio strategy Balance the whole portfolio, making investment and divestment decisions and maximizing the value of leverage and focus.

Leading Multi-functions Business strategy and delivering profit with capital efficiency.

Leading and optimizing the business; building an executive team.

Leading the function Business unit’s success and cross-functional decisions

Leading multiple products, programs and services across a function and cross functionally.

Leading Managers Strategy formulation for the Department and Execution

Integrating their results, and the executing product/program strategies.

Personal Leadership to Managing others

Work for Success of team and direct reports

Should be capable of getting the work done + continue individual contribution.

Leadership transition is objectified

Assessment of gap between desired and current levels

Continuous Measurement of Performance and Potential of the Organization

Gives a timeline to various placements

Helps in carving out Training/Event Calendar of the Organization

Reduces emotional stress to individual employees

Mission critical strategy for the Organizational

Success

Visible Advantages

CHAL

LENG

ES

Change and Uncertainties makes it difficult to assess Leadership requirements

Invariably weak bench strength

Talent Data insufficiency

Talent Management activities are disconnected

Failure to retain key leaders in key roles

Mindset articulation for different leadership skills difficult

Age profile and receptivity issues against the desired flexibility

Talent to oversee cross-cultural operations

Most Managers approach their new role from the perspective of the old roleDemand exceeds

Supply

Junior Mgt Middle Mgt Sr. Mgt.0%

20%

40%

60%

80%

100%

120%

40%50%

70%

30%20%

10%

30% 30%20%

Preserve

Let Go

Acquire