YMC - 2010

download YMC - 2010

of 26

Transcript of YMC - 2010

  • 8/8/2019 YMC - 2010

    1/26

    12/23/2010

  • 8/8/2019 YMC - 2010

    2/26

    LEADERSHIP

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    3/26

    THE PARABOLIC SHIFT

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    4/26

    TRANSFORMATIONAL LEADERSHIP

    Is a process in which leaders and followershelp each other to advance to a higher level ofmotivation

    Factors:

    Idealized influence

    Inspirational motivation Intellectual stimulation

    Individual consideration

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    5/26

    QUALITIES

    12/23/2010

    Empowers followers

    Listens to all viewpoints

    Creates a vision

    Change agentHelps organization by helping others

    LTCEPL

  • 8/8/2019 YMC - 2010

    6/26

  • 8/8/2019 YMC - 2010

    7/26

    India A top global innovator for high-tech products

    and services.

    Innovative potential - direct implications for long-

    term industrial competitiveness and economic growth.

    India needs to aggressively harness its innovative

    potential to achieve economic and social

    transformation .

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    8/26

    12/23/2010

  • 8/8/2019 YMC - 2010

    9/26

    The study took a comprehensive, global look at a topic that is

    increasingly important to leaders worldwide:

    INNOVATION

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    10/26

    Businessmodel

    innovation

    Orchestration

    from top

    Innovation inusiness andtechnolointe ration.

    12/23/2010

  • 8/8/2019 YMC - 2010

    11/26

    THE ICICI STORY

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    12/26

    GLOBAL OUTLOOK

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    13/26

    With dramatic economic reforms in 1991 the

    Indian market opened up for foreign

    investments

    Since then numerous Indian corporations have

    been involved in a lot of mergers and

    acquisitions, organic expansions, green field

    investments and joint ventures.

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    14/26

    12/23/2010

  • 8/8/2019 YMC - 2010

    15/26

    Qualities imperative for leadershipin changing boundary less world

    Ability to leadand manage

    change in

    proactive andaction manner .

    Global leadersfrom India need

    to learn tomake decisions

    based onknowledge

    driven.

    Need to adoptand adhere to

    best practices.

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    16/26

    THE CHALLENGES

    Global level operations

    Going beyondboundaries is moremulti- ethnic, multi-

    racial, and has diverseconfigurations.

    Compliance with highstandards of corporategovernance along with

    a focus on employeeissues in order tocompete globally

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    17/26

    CORPORATE SOCIAL RESPONSIBILTYCORPORATE SOCIAL RESPONSIBILTY

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    18/26

    FocusofCSRFocusofCSR

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    19/26

    INTELLECTUAL PROPERTY RIGHTSINTELLECTUAL PROPERTY RIGHTS

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    20/26

    FacetsofIPRFacetsofIPR

    INTELLECTUALINTELLECTUAL

    PROPERTYPROPERTY

    RIGHTSRIGHTS

    TRADESECRETS

    PATENTS

    TRADEMARKSCOPYRIGHTS PLANT

    BREEDERSRIGHTS

    UTILITYMODE/DESIGN

    GEOGRAPHICALLOCATION

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    21/26

    Transforming PoliticalLeadershipTransforming PoliticalLeadership

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    22/26

  • 8/8/2019 YMC - 2010

    23/26

    KiranKiran BediBedi

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    24/26

    Indra Nooyi

    12/23/2010LTCEPL

  • 8/8/2019 YMC - 2010

    25/26

    THE IRON LADIESTHE IRON LADIES

    12/23/2010

  • 8/8/2019 YMC - 2010

    26/26

    Epilogue

    Ability toconvince. Dynamism. Global Vision.

    Selflessness.Focus on content

    rather than justcharisma.

    12/23/2010LTCEPL