The Changing World of LEADERSHIP Development Global Evolving Corporate Universities Forum Anupam Sirbhaiya June 27, 2013

CCL Global Executive Education A singular focus on leadership development for over forty years Financial Times Top 10 Ranking - 12 years in a row

• Singapore • Gurgaon-NCR • Shanghai • Greensboro • Colorado Springs • San Diego • Brussels • Addis Ababa • Johannesburg • Moscow • Singapore • Gurgaon-NCR • Shanghai

"loses the ability to recognize and adjust to Many enterprises fail because management sooner or later "loses the ability to recognize and adjust to new and changing conditions." H . Smith Richardson Creator of Vicks VapoRub & Founder of CCL

Leadership in a R.U.P.T scenario Rapid change, unpredictable future, paradoxical choices, tangled factors Globalized Interconnected Economies – Recurring crises Changing Demographics Rapid Growth Markets - Shifting Customer patterns Multiple Stakeholders Technology Drivers Natural Disasters Regulatory constraints / upheaval Activism – environment, civil, judicial, media

Leadership At The Peak In 2007, CCL surveyed nearly 250 senior executives worldwide on key leadership trends.

The rise of complex challenges Top trend: 2010 Center for Creative Leadership. All rights reserved.

Organizational Agility EIU Survey - 90% of 350 senior executives worldwide believe that organizational agility is critical for business success in our RUPT environment. Internal Barriers: Slow decision-making Conflicting departmental goals and priorities Risk-averse cultures Silo-based information

but just 47% say leaders are skilled Critical Factor 97% of executives say collaboration is crucial… but just 47% say leaders are skilled collaborators 2013 Center for Creative Leadership. All rights reserved.

Organizational Agility Responding to RUPT Organizational Agility Leadership Agility Organizations that anticipate and respond rapidly to changing conditions by leveraging highly productive internal and external relationships The collective leadership capability to sense and respond to the business environment with actions that are focused, fast and flexible

Paradigm Shift of Leadership The individual “Heroic Leader” The Rise of Collective Leadership What a Great Leader Does How to facilitate & enable “Networks of Leadership” Individual Leader Development Collective Capability/ Leadership Culture

Learning Agility Learning Agility is a Mind-set and corresponding Collection of Practices that allow leaders to continually develop, grow, and utilize new strategies which will equip them for the increasingly complex problems they face in their organizations.

WHY? + = Why is Learning Agility Important? This equation is flawed April 25, 2017 Why is Learning Agility Important? Performance Competence Other “Stuff” Potential + = This equation is flawed WHY? It only works if there is no change

Leadership Imperative: Leadership Matters More Today Leadership at all levels is required to create & sustain a performance work culture & address challenges as they arise As new challenges arise in a RUPT world, new leadership capabilities are required Having the right leadership when it’s needed doesn’t just happen; leadership needs to be developed

The Imperative for corporate Universities Business Strategy Leadership Culture Leadership Strategy Collective Capabilities Skills / Behaviours Qualities Quantity

CULTURE the elephant in the room Here’s a video clip of this executive. *Click image to play video* the elephant in the room © 2009 Center for Creative Leadership. All Rights Reserved.

What are you doing beyond competency development ?

A singular focus on leadership development Thank You A singular focus on leadership development for over forty years

April 25, 2017 Back Up

Critical Gaps (APAC) - CCL Program Data Strategic Thinking Building and Leading Teams Interpersonal Relationships Managing Change and Adapting

Key Leadership Skills for Adaptive Challenges Complex Thinking Skills Innovation Leadership Influencing Network Thinking

Transforming the way we think about Leadership Readiness Leader succession pipeline – individuals ready individual leader right person, place and time leader development plans competencies (individual) focus on the Leader Leadership readiness waves – groups ready collective leadership right mindset, everywhere, all the time leadership strategy capabilities (organizational) focus through the leadership culture … LEADER SUCCESSION Leader development plans Individual leader Competencies (individual) Pipeline – individuals ready Training & placement learning Filling positions Right person, right place, right time Focus on the Leader Transactional LEADERSHIP READINESS Leadership Strategy Collective leadership Capabilities (organizational) Waves – groups ready Action-reflection collective learning Fulfilling imperatives Right mindset, everywhere, all the time Focus through the Leadership Culture Transformational

Informed by India and APAC research Global Research & Publications: Sample Other Titles Informed by India and APAC research