In the whine thread here was an interesting exchange :
"Strategic Leadership" is an often touted expression in management. Here is an interesting excerpt from the Special Confference of the Strategic Management Society, held Dec 12-14, 2008 in Hyderabad. http://www.isb.edu/SMSConference/PanelSynopsis.shtmlRamanaji wrote
we had one. He was called Sanjay Gandhi. To satisfy his demands, school teachers used to send children for nasbandi, policemen would round up late night movie goers for the same.Chandragupta wrote:
I wish we had a young dictator who was a hardcore nationalist, suave and incorruptible. Who would execute every single corrupt babu & politican in this country, who would bring back every single penny that belongs to India, from the swiss banks, who would parade the Amar Singhs, Yadavs, Lalus, Patils, Deshmukhs, Antulays & Achutanandans of this country, on the streets, naked, tied and with their faces blackened with keechad. Who would give the utmost priority to the armed forces of this country & make up for the negligence of all these years. Someone behind whom the youth of this country will rally behind & work for the prosperity of India. I wish.
Muncipal corp officials used to dig up perfectly good pavements and plant tree saplings, and demolish building calling them encroachments.
Dont whine too hard or it might come true. Only the 1977 elections finshed off his rein of terror. Proving the usefulness of elections vs dictators.
Substituting the obvious management terms and entities of businesses and companies or rmultinationals, with groups, forces and ideological positions within India we can easily see that, very similar concepts can come up for discussion in our national life.Panel 1: Innovation as Strategy-The Indian Story
Kohli noted, “ Ours is a story of entrepreneurship. 15-20 years back, we just had the aspiration, a burning desire. We aimed to be flexible, ahead of times, break old paradigms. And all we had was a weapon called ‘speed’ - of thinking, of execution, and of employee passion.” He said that innovation, for his company, was a survival issue and not a romantic journey. And thus began the Airtel journey towards becoming the lowest cost producer in the world of telephony, and one who gave the lowest tariff - that was the new model. “We listen to the market and change,” Kohli let the audience know.
Shaw mentioned, “In our business, innovation is not just about about high risk and high reward, it is about managing that high risk, about addressing the probability of failure.”
Panel 2: Globalisation of Indian Inc.
Panel 3: Strategy and Leadership-India in the 21st century
In this panel, speakers explored the unique dimensions of strategic leadership in India.. The high velocity of change in the Indian setting, unique elements of the Indian environment, and key attributes of culture have engendered a different model of strategic leadership.
Panellist Analjit Singh said, “The Indian style of management leadership, when compared to the developed counties, has one differentiating factor - the extent of coordination required by the CEO’s, and the need of getting into the trenches.” He also noted that family business is still very under-researched, and that Indians are very family oriented and so leaders have to find out efficient ways of involving families and manage the interface of families.
Ramalinga Raju in his presentation said, “I believe value-creation in its essence is a transformational process. Business is all about identifying transformational opportunities that creates something of significance. At Satyam we believe, all are leaders and nobody is a follower.” (definitely - what a value created! )
“The central problem that India is facing is that of poverty, and it cannot be resolved by just volunteering or giving occasional advices. Fairly early, I decided that that’s a task I am going to address to, but as a professional,” said Vijay Mahajan.
Speaker Neeraj Bhardwaj added, “In the 21st century, there are going to be major technological changes in India. Global integration will be the bigger order of the day.” He pointed out that there are similarities between both the Western model and the Indian models in strategic leadership and in the way leadership translates strategies to deliver results in India.
Panel 4: Multinational Innovation in India
....This panel aimed to showcase India as an innovation laboratory for western Multi National Corporations; and share some of the successes and challenges. that their Indian subsidiaries have faced in driving these innovations.
Visscher commented that Indian society was “million times better networked than any other country.” “Give people access to the most interesting work available in the industry to retain talent,” he added. Thyagrajan noted that brands last longer in India than anywhere else, with some brands existing for over 40 years now. When moderator Bala called India a chaotic democracy, Shivakumar said that “chaotic or volatile we don’t have a choice, we have to deliver.”
(1) Innovation as Strategy-The Indian Story : how should the future leadership of India innovate? how should we innovate to get future leadership?
(2) Globalisation of Indian Inc. : What should be the future strategy of leadership in this arena as applicable in the field of international politics? what type of leadership do we need? How do we create/prepare/get them?
(3) Strategy and Leadership-India in the 21st century.. The high velocity of change in the Indian setting, unique elements of the Indian environment, and key attributes of culture have engendered a different model of strategic leadership...The Indian style of [...] leadership, when compared to the developed counties, has one differentiating factor - the extent of coordination required by the CEO’s, and the need of getting into the trenches.”....that family business is still very under-researched, and that Indians are very family oriented and so leaders have to find out efficient ways of involving families and manage the interface of families. ( so relevant )
... value-creation in its essence is a transformational process.... is all about identifying transformational opportunities that creates something of significance....all are leaders and nobody is a follower.” (definitely - unique representation of what current leadership strategies mean by value creation )
“The central problem that India is facing is that of poverty, and it cannot be resolved by just volunteering or giving occasional advices. Fairly early, I decided that that’s a task I am going to address to, but as a professional,”.....
all important issues for the future strategic leadership - please do post all you want from your future leaders, how do you think such leaders can be found or trained or brought up, and what strategy should be followed by them in various arenas India as a nation will be expected to perform - internally as well as internationally.