Leadership Development –Infosys Experience.
CII Conference – 27th Sep. 2008
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LeadershipLeaders are invisible but an
essential element of any successful venture
If you look at the history of any successful company or country and you will see the impact of inspired leadership
Leadership can lift a company/country to
unimaginable heights and absence of leadership can sink
companies/countries
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Can I learn to be an effective leader?
The oldest (and perhaps the most meaningless) debate is “are leaders born or are they made?”
It is meaningless because the truth lies somewhere in between. In any case, one can (and needs) to learn to be a good leader.
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Leadership demystified
Leadership in the end is all about your own evolution as an individual
Gandhi is an outstanding example of an apparent failure rising to great heights subsequently
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Leadership Parameters
In a business organization context, there are hard and soft parameters that a leader needs to master. Expertise parameters need to be established for hard skills
Organizations need to adopt a portfolio approach towards the hard skills of leadership. No single individual can master all the skills at a high level
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Leadership Development at Infosys
Beliefs, Approaches and Processes
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Beliefs• Leadership Development must drive the creation of a
leadership funnel at different levels of the organization
• Leadership Development must be centred around the individual
• Leadership Development must be rooted in the organizational context
• Development can happen through multiple methods – there is no single magic mantra that will work for everybody or across time
• Executive commitment is key to leadership development
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Leadership Development Model
Drive leadership development based on identified leadership requirements
Business Leaders and Leaders of Business enabling functions
Members who can occupy Tier-1 positions in 3-5 years
Members who can occupy Tier-2 positions in 3-5 years
Drive development through individual Personal Development Plans (PDP) - design services specific for each tier and, where required, for each identified member in this journey
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Competency framework
Reworked competency framework last year to• Consciously align to strategy• Disaggregate different levels of abstraction and usage
Types of Leadershipand associated
behavioral outcomes
Practices
Traits
eg. Talent Leader:Creates a culture of empowerment
– indicators of performance
eg. Coaching- Areas to focus on
for development
eg. Empathy- Indicators of potential
Used for leadership selection
Business Outcomes
Predictor for
Predictor for
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Leaders vs Managers
Leaders Managers
Creates a new order Maintains existing order
Defines Risks De-risks
Opportunity focused Resource focused
Comfort in Ambiguity Comfort in Clarity
Opportunity Centric Constraint Centric
Big picture oriented Detail Oriented
Innovative Adaptive
© Subroto Bagchi (Mind tree Consulting - Essence of Leadership- 2004)
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Proj Engr Mgr Dir VP Pres
Three Sets of Responsibilities & Skill Sets
100
0
% of Time/Value Added
Technical
ManagerialPlan, Organize, Staff, Direct and Control
Leadership - Anticipate changes in the larger business environment- Develop customer driven innovative growth strategies- Build and sustain an innovation & performance culture
LeadershipManagerialTechnical
© Madan Birla
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Humility Creativity
Tenacity Execution is everything
Ability to go against flow Vision and Innovation
Facilitate Planned Abandonment
Negotiate Create Simultaneity
Articulate Create Content
Understand Business issues Work with more competent people
Detachment / Egolessness Ability to engage
Tough ExpectationsRecognise create and address larger constituents
Personal Discipline Balance EQ / IQ
Scalability Network
Ability to take difficult decisions with speed Ability to seek help
Leadership – The changing ParadigmConventional Emerging
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The Leadership Competencies
•Focus on outcomesFocus on the future
Focus on ‘what’ rather than ‘how’Focus on portfolio approach to leadership
•Strategic Leadership is about unique positioning•Change Leadership is about changing the context •Talent Leadership is about creating a top quality leadership team that is globally best in class in that particular area•Operational Leadership is about achieving high degrees of efficiency and productivity•Relationship/Networking leadership is about developing, maintaining and leveraging long-term internal and external relationships/networks•Content Leadership is about thought leadership•Transition Leadership is about acquiring and integrating new lines of business•Adversity Leadership is about managing crisis •Entrepreneurial Leadership is about taking ownership for business outcomes
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Thank You
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