Towards the Next Orbit: A Corporate Odyssey
Publication Year: 2010
The global meltdown, the concomitant demise of legendary corporate behemoths, and the challenge of competing in a world marked by unprecedented complexities, volatility, discontinuities, and ambiguities, have pushed discussions on survival and excellence to the forefront. Towards the Next Orbit: A Corporate Odyssey brings forth ideas, experiences, studies, insights, and suggestions from renowned theoreticians and practitioners towards changing and succeeding in a new world.
The first part of the book comprises rich conceptual papers and research-based empirical papers written primarily by thought leaders from all over the world. The second part comprises dialogs with persons who are well known in the business landscape as “change masters.” The chapters discuss cutting-edge ideas in the areas of corporate behavior, positioning, growth, leadership, employee relations, and so on.
Together, the ...
- Front Matter
- Back Matter
- Subject Index
Part I: Papers
- Chapter 1: Routes to Peaks for Building Corporate Renaissance
- Chapter 2: Strategic Positioning Choices for Indian Businesses: Beyond Jugaad into the Next Orbit
- Chapter 3: Finding the Future and Making it Happen
- Chapter 4: Managing Performance: Beyond Value-based Leadership
- Chapter 5: Empowerment Practices and Corporate Effectiveness: Either be Democratic or Go Bust
- Chapter 6: Antecedents of Employee Performance and the Role of Job Satisfaction as a Mediator
- Chapter 7: Managing Talent through Employee Engagement Strategies
- Chapter 8: Bharat Petroleum: Building Capabilities through Competency Modeling
- Chapter 9: Architectural Innovation and SAIL's Strategic Response
- Chapter 10: CEO Leadership, Organizational Culture, and Employee Affect Responses at the Workplace
- Chapter 11: Managerial Work Values in Public Sector Banks in India: An Exploratory Study
- Chapter 12: Emergence of the Born Global Entrepreneur: An Indian Case Study
- Chapter 13: Orchestrating Change: Shared Intentions is the Key Factor Enabling Change to Happen
- Chapter 14: A New Terrain of Leadership Development: An Indian Perspective
- Chapter 15: American Human Resource Management Techniques Fit Poorly in Latin America
- Chapter 16: Twin-Born Antipodes: Leadership and Management as Methods of Organizational Rule
Part II: Dialogs with Change Masters
- Chapter 1: Bharti Airtel: From Best to Next
- Chapter 2: Towards Transformation: K.R. Kamath's Oddysey
- Chapter 3: Towards Cutting Edge Competitiveness: Issues and Challenges for Indian Managers
- Chapter 4: March Towards the Next Horizon: Lessons in Capability Building in Maruti
- Chapter 5: Towards HR's Integration with Business
- Chapter 6: Cultural Routes to Excellence: The LG Experience
- Chapter 7: Kaleidoscope of Leadership: The Ageless Mantra
- Chapter 8: Towards the Next Orbit: Wisdom for HR Professionals
The National HRD Network[Page ii]About NHRD
The National HRD Network is the largest association of industry professionals, academia, and students in India. It is committed to promoting the HRD movement in India and developing the capability of human resource professionals through the means of education, training, research, and experience sharing. Its overarching purpose is to enable HR professionals to contribute profoundly in enhancing the competitiveness of their organizations and in creating value for the society. A not-for-profit organization which was founded in 1985, NHRD has as of no more than 8,500 members spread across 30 chapters in India.
Copyright © National HRD Network, Delhi, 2010
All rights reserved. No part of this bookmay be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval system, without permission in writing from the publisher.
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The SAGE Team: Rekha Natarajan, Sonalika Rellan, Rajib Chatterjee and Deepti Saxena
Dr Pritam Singh
Padam Shri and Professor of Eminence
My coach and mentor who taught me the virtue of the ageless wisdom: “Satyameva Jayate”[Page vi]
List of Tables[Page xi]
- 2.1 Competitive Position of Indian Firms on Strategic Control Map 45
- 2.2 Hard Assets of Some Leading Global Companies 46
- 3.1 Theory Z Guides the Practice of Strategic Leadership 66
- 5.1 Reliabilities and Descriptive Statistics of the Constructs 96
- 5.2 Descriptive Statistics and Inter-correlations of Freedom Related Practices 97
- 5.3 Dimensions of Corporate Effectiveness: Descriptive Statistics and Correlation Matrix 99
- 5.4 Correlation Matrix of Freedom Related Practices and Dimensions of Corporate Effectiveness 101
- 8.1 Territory Manager Competency Clusters 148
- 8.2 Different Ways to be Outstanding 149
- 9.1 A Summary of Innovation Classification 160
- 9.2 Evolving Models of Innovation 162 [Page xii]
- 10.1 Descriptive Statistics and Correlations among Leadership Styles, Organizational Cultures, Affective Commitment, and Positive Affectivity 187
- 10.2 Hierarchical Regressions: Mediating Effect of Excellence Centric Culture on the Relationship between Excellence Seeker and Affective Commitment 187
- 10.3 Hierarchical Regression: Mediating Effect of Excellence Centric Culture on the Relationship between Excellence Seeker and Positive Affectivity 189
- 10.4 Hierarchical Regressions: Mediating Effect of Experimenting Centric Culture on the Relationship between Visionary Strategist and Affective Commitment 189
- 10.5 Hierarchical Regressions: Mediating Effect of Experimenting Centric Culture on the Relationship between Visionary Strategist and Positive Affectivity 189
- 11.1 Sample Distribution 203
- 11.2 Mean and Standard Deviation Scores 204
- 11.3 Work Values Related to Indian Bankers 206
- 14.1 Overview of 21st Century Lessons of Experience Studies 271
- 14.2 Organizational Level of Study Participants 275
- 14.3 Current Terrain of Leadership Development in Indian Businesses: Significant Experiences and Leadership Lessons Learned 276
- 14.4 Definitions of Types of Experiences 277
- 14.5 Significant Experiences and Their Contribution to Leadership Learning: Events and Lessons Learned by Number and Percentage 280
- 16.1 The Grading of Rule 315
List of Figures[Page xiii]
- 1.1 Customer Orientation 14
- 2.1 Strategic Control Map 43
- 2.2 Strategic Control Map of CNX100 Firms 44
- 4.1 Framework of Value-based Leadership and Organizational Performance 80
- 7.1 Holistic Talent Management Strategies, Outcomes, and Firm Performance Indicators, Moderated by Changing Psychological Contract 136
- 8.1 What are Competencies? 144
- 9.1 Process Flow Diagram of Bhilai Steel Plant, Chhattisgarh 170
- 9.2 Process Flow Diagram of Durgapur Steel Plant, West Bengal 170
- 9.3 Process Flow Diagram of Rourkela Steel Plant, Orissa 171
- 9.4 Proposed Frame Work 172 [Page xiv]
- 13.1 Individual Planned Agency 249
- 13.2 Planned Shared Agency 253
- 13.3 The Change Management Blueprint 255
- 14.1 A Cross-country Comparison of Five Clusters of Experience 273
- 14.2 A Cross-country Comparison of 65-30-5 274
- 14.3 Overview of Initial Analysis of Lessons of Experience-India Interviews 275
Towards the Next Orbit is a book on hope and optimism. It talks about what we need to have and what all we need to do in our journey towards a new dawn. This book could not have been more opportune—in terms of time, in terms of relevance, and in terms of faith. For, it was just a few years ago that the bubble had burst. The global meltdown, reminiscent of the economic depression in the inter-world war period, had exploded the initial optimism that the bounty of unlimited treasure would shower its riches on anybody and everybody who had the capabilities to seize opportunities, participate in, and be included in the inexorable march of globalization. This had been followed by the scourge of an approaching apocalypse due to climate change which underscored with remarkable urgency the need to protect the world from the rapacity and pillage of unbridled industrialization. All at once the dialog on the business landscape became rife with the themes of regulated corporate behavior, sustainable business models, inclusive growth strategy, and localization as a significant driver of the globalization thesis. Amidst all this, in the flat, but an uneven world, marked by asymmetric relations at all levels of dualities (global vs. local, core vs. periphery, developed vs. underdeveloped, industrial vs. agricultural, and urban vs. rural, and so on and so forth), the balance started shifting. The rapidly developing economies of BRIC [Page xvi]countries along with the effulgent economies of Central Eastern Europe, the South and East Asia began their march towards being the epicenter of global commerce. These rapidly emerging economies providing significant cost and capital advantages and having a huge and growing internal market in a world integrated by the internationalization of the production process, financial markets and corporate strategies, the diffusion of technology and related R&D and knowledge, the emergence of global media and communication mechanism and a global political economy—are now the engine of hope and recovery for economies all over the world. This book brings forth the ideas, the experiences, the studies and the insights, and suggestions from both the theoreticians and the practitioners towards rebuilding a new world.
The book has a unique architecture. It is divided into two parts. The first part has rich conceptual papers and research based empirical papers written primarily by thought leaders from all over the world. The second part has dialogs with persons who dot the business landscape as change masters.
The theoretical papers have been grouped around certain core issues on which the survival, excellence, and sustainability of organizations is posited in the next orbit.
The first and primeval theme relates to the Strategy for Aligning Organizations with the Business Landscape in the next orbit. There are three contributions on this. Asha Bhandarker and Pritam Singh's “Routes to Peaks for Building Corporate Renaissance,” Arun Kumar Jain and Ajay Singal's “Strategic Positioning Choices for Indian Business: Beyond Jugaad into the Next Orbit,” and John Pisapia's “Finding the Future and Making It Happen.”
The next theme is Managing Performance which is the core of business survival. Here there are three contributions. The first is from Shivganesh Bhargava: “Managing Performance: Beyond Value-based Leadership.” Then is from Subir Verma: “Empowerment Practices and Corporate Effectiveness.” The third contribution is from Soumendu Biswas: “Antecedents of Employee Performance.”
The third theme is that of Shaping Talents which is all about preparing generals for creating winning organizations. Under this rubric are four papers. They are Jyotsna Bhatnagar's “Managing Talent through Employee Engagement Strategies,” S. Mohan's “Bharat Petroleum Building Capabilities through Competency Modeling,” Asha Bhandarker, Ashita Goswami, and Kshipra Rustogi's “CEO Leadership, Organizational Culture, and Employee Affect Responses at the Workplace,” and Deepa Mazumdar's “Managerial Work Values in Public Sector Banks in India.”[Page xvii]
Entrepreneurship and innovation are the key mantras for growth and excellence. While the former is an orientation and the latter relates to the outcome in terms of a product or service that is considered new or novel, both are poised on the ability to sense opportunities and to create wealth. Thus, are the articles by Shubhabrata Basu's “Architectural Innovation and SAIL's Strategic Response” and Sumati Verma's “Emergence of the Born Global Entrepreneur.”
Orchestrating change is difficult. The challenge is because of the need to realign structure, strategy, systems, and processes in the organization. Davide Sola, Marie Taillerd, and Giovanni Scarso Borioli's “Orchestrating Change: Shared Intentions is the Key Factor Enabling Change to Happen” is a fine article on the theme.
In order to bring about change, organizations need muscles which can develop only when there are capable leaders in the organization. The theme, Leadership: A Kaleidoscope, highlights the criticality and importance of leadership, not only for bringing change and for managing perform-ance, but also and more importantly for success and excellence of the organization in the next orbit. Meena Surie Wilson and Ellen Van Velsor's “A NewTerrain of Leadership Development: An Indian Perspective,” Alfredo Behrens and James Wright's “American Human Resource Management Techniques Fit Poorly in Latin America,” and Armen Petrosyanvs “Twin-born Antipodes: Leadership and Management as Methods of Organizational Rule” are illuminating contributions in that genre.
The second part of the book contains incisive, intense, and illuminating reflections by seven change masters on five themes: (a) what is the emerging features of the business landscape; (b) what interventions are required from the country, organization, and HR professionals; (c) what role do the HR professionals need to play in order to facilitate this transition; (d) what competencies are required from HR professionals, in order to perform and succeed in the journey to the next orbit; and (e) how can the young HR professional become better and succeed in their endeavors within the organization.
These change masters are Manoj Kohli (CEO International and Jt. MD, Bharti Airtel), K.R. Kamath (CMD, Punjab National Bank), Dr Santrupt Misra (CEO, Carbon Black and Director, Group HR, Aditya Birla Group), S.Y. Siddiqui MEO—Administration (HR, Finance, Company Law and Legal, Maruti Suzuki), Arvind Agrawal (President, Corporate Development and Group HR, RPG), Dr Yasho Verma (COO, LG Electronics, India) and Dr Pritam Singh (Padamshree and Professor of Eminence, MDI).[Page xviii]
The choice of these change masters was made on the basis of their eminence and contribution to the business and HR function. Hence, the choice of Dr Santrupt Misra, Arvind Agrawal, Dr Yasho Verma, and S.Y. Siddiqui. These reasons apart, the reasons of convenience and accessibility, in terms of the fact that both were Delhi based, weighed overwhelmingly in favor of Manoj Kohli and K.R. Kamath. Then we had wanted an academic who was as much known for his thought leadership as for his administrative acumen. The choice could not go beyond that of Dr Pritam Singh.
The dialogs have then been used to develop the perspective, a cognitive framework, behavioral repertoire, and portfolio of practices for the transition to and success in the next orbit. These gleanings for HR managers have been captured in Subir Verma's article, “Towards the Next Orbit: Wisdom for HR Professionals.”
Towards the Next Orbit is therefore not just a compendium of academic papers. Nor is the book about pompous sermons based upon ritualistic conversations with change maestros. Instead, this book encapsulates the journey from despair to hope, survival to sustainable, ordinary to exceptional, mediocrity to excellence, and ephemeral to transcendental. The book is an odyssey. It describes, it analyzes, and it prescribes.
This book is the brain child of Dr Pritam Singh, Padam Shri and Professor of Eminence at MDI, Gurgaon. It was he who conceived the idea that there should be a book which should come out on the occasion of the 14th National Conference of the National HRD Network. There could be no words to ever and completely thank the one who has been the moving spirit behind this book The book owes itself to Dr Pritam Singh.
This book has a unique architecture. In one form it is a collection of research articles that were invited from some of the most reputed international and national thinkers and writers on management. We thank each one of them for contributing their papers on the theme of the conference.
In another form, this book is for the practitioners of HR. Therefore, we thought the studies done by the management thinkers be complemented by dialogs with some of the renowned practitioners of management and HR function. We thank Mr Manoj Kohli, CEO (International) and Jt. MD, Bharti Airtel; Mr K.R. Kamath, CMD, Punjab National Bank; Mr S.Y. Siddiqui, MEO—Administration, HR, Finance, IT, Company Law & Legal, Maruti Suzuki India Limited; Santrupt B. Misra, Director, Group HR & CEO, Carbon Black Business, Aditya Birla Group; Arvind N. Agrawal, President, Corporate Development and Group HR, RPG [Page xx]Group; Yasho V. Verma, COO, LG Electronics India; and Dr Pritam Singh for giving us the opportunity and the time at the shortest of notice to record their views on some of the issue and challenges that besets corporate world and the HR professionals both in this orbit and the next.
I am grateful to Mr N.S. Rajan, National President, NHRDN, Mr S.Y. Siddiqui, Regional President, NHRDN, and Mr Suresh Tripathi, President Delhi Chapter of NHRDN and other colleagues in the organizing committee of the conference for their encouragement and support.
I wish to thank Dr Asha Bhandarker, my colleague and friend in MDI for being a constant source of support and assistance. A word of thanks is due to my colleagues Dr Metri, Dr S.K. Rai, and Dr Sumita Rai who provided the initial thrust for this book. I also acknowledge the help received from Ms Anjana Rai and Ms Nidhi for their research support. The credit for the fact that I was able to meet the strict deadlines of our publisher, goes to Ms Tara Shankar Basu, our doctoral student. Her contribution in the final moments actually bailed me out.
Dr Sugata Ghosh of SAGE Publications has been more than a friend. He has been patient, tolerant, and at times furious with me for missing the deadlines. And if this book is seeing the light of the day, then it is only because of his perseverance and commitment to take it out.
Finally, I would like to thank my wife, Surekha and my daughter, Shaurya for bearing with me during this pursuit. I am grateful to them for most of the good things in my life and now I can add this book to that list.
About the Change Masters[Page 445]CEO (International) and Joint MD – Bharti Airtel Ltd,
Manoj Kohli is the CEO (International) and Joint MD, Bharti Airtel. He heads the International Business Group. He is a Director on the Board of Bharti Airtel. Prior to becoming CEO (International) and Joint MD, he held multiple roles as CEO and Joint MD, President and CEO, and Head of Mobile Services business at Bharti Airtel.
Manoj Kohli started his career in 1979 with DCM Ltd., where he initially led the HR function, followed by leadership positions in the Foods, Chemicals, and Fertilizers businesses and assignments in engineering projects, including Shriram Honda. He left as Vice President, responsible for the Air Conditioning and Refrigeration business unit (now known as Tecumseh & Daikin) after a total stint of 16 years. He subsequently worked at AlliedSignal/Honeywell, where he was Executive Director in charge of its new Industrial Park and operations in India. He joined Escotel, which he led for over five years as Executive Director and CEO, before coming on board at Bharti Airtel.[Page 446]
Manoj Kohli is the Chairman for the Confederation of Indian Industry (CII) National Committee on Telecom and Broadband. He was member of the Board of GSMA in 2008. He has been the Chairman of Cellular Operators Association of India (COAI). He was adjudged “Telecom Man of the Year” and “Telecom Person of the Year” by Media Transasia and Voice & Data respectively. He is a member of the Academic Council of the Faculty of Management Studies and has been awarded the “Best Alumni Award” by SRCC, Delhi University.
He holds degrees in Commerce, Law, and MBA from the Delhi University. Manoj also attended the “Executive Business Program” at the Michigan Business School and the “Advanced Management Program” at the Wharton Business School.Chairman and Managing Director, Punjab National Bank,
K.R. Kamath is a Fellow of the Indian Institute of Banking and Finance. Some of the important positions he has held earlier are: Chairman and Managing Director, Allahabad Bank; Executive Director, Bank of India; and General Manager, Corporation Bank. He is Chairman of the Board of PNB Housing Finance Ltd, PNB Gilts Ltd, PNB International, and PNB Investment Services Ltd. He is a member of the Governing body of Indian Banks Association, Indian Institute of Banking Personnel Selection, NIBM, IIM Lucknow, and Oriental Insurance Company Ltd. He has held Directorship of several organizations such as Indo Zambia Bank, ASREC (India) Ltd, BOI Shareholding Ltd, Bank of India (Tanzania) Ltd, Star Union-Daichi Life Insurance Co., PT. Bank Swadeshi, Jakarta, Universal Sampo GIC Ltd, and All India Bank Finance Ltd.Director, Group H.R. and CEO, Carbon Black Business, Aditya Birla Group,
Dr Santrupt Misra is a Director on the Aditya Birla Management Corporation Private Limited Board, the apex decision making body of the US $29.2 billion, Aditya Birla Group. He is the CEO of the Group's Carbon Black Business and is also the Director, Human Resources of the Aditya Birla Group. He is on the Board of the Aditya Birla Science & Technology Company Ltd, Alexandria Carbon Black Co SAE, Thai Carbon Black Public Co, Ltd, and the Alexandria Fiber Co, SAE, which are part of the Aditya Birla Group.[Page 447]
In 2009, Dr Misra was inducted on the Global Advisory Board of the Association of Executive Search Consultants (AESC). In 2008, he was conferred with the Fellowship of the National Academy of Human Resources (NAHR), USA. He is also on the Board of the Worldwide ERC (Employee Relocation Council) for the period 2008–10. In 2007, he was elected as a Member of the Society of Fellows of the Aston Business School Society. He is also on the Board of the Xavier Institute of Management, Bhubaneswar and the Board of the Asian Heart Institute and Research Centre Pvt Ltd. He was the President of the National HRD Network from 2002 to 2005.
Dr Misra was has been conferred with various awards and fellowships, some of the most notable are the Eisenhower Fellowship in the year 2000, the “Role Model and Exemplary Leader Award” at Asia's Best Employer Brand Awards 2010, Singapore, the “Outstanding HR Professional of the Year Award” 2010 by The Bombay Management Association, and the “Outstanding HR Chief Award” by the National HRD Network in 2002. The All India Management Association (AIMA) admitted Dr Misra as an AIMA Fellow. Business Today identified Dr Misra amongst the “20 Hottest Young Executives” in the year 2002. He has had full-time professional work experience with the J.K. Group, the Tata Institute of Social Sciences, and Unilever, India.
With two post-graduate degrees, in Political Science and in Personnel Management and Industrial Relations, Dr Misra has won four gold medals in his educational career and has stood first in various university exams. He has two PhDs, one from India and the other from the Aston Business School in UK, in Public Administration and Industrial Relations, respectively. He also won a Commonwealth Scholarship in 1990.Managing Executive Officer—Administration (HR, Finance, IT, Company Law and Legal) Maruti Suzuki India Ltd,
S.Y. Siddiqui is responsible for Corporate HR for Suzuki Powertrain (Engine Company) and Suzuki Motorcycles. He is a part time Director on the Board of Suzuki Motorcycles and is a special Invitee on the Board of Suzuki Powertrain India Ltd.
A Post-Graduate in HRM, Mr Siddiqui has a career track of around 30 years in the HR Function of Indian Corporates as well as MNCs such as Escorts Limited, DCM Group—DCM Toyota Limited, DCM Daewoo Motors Limited, DCM Benetton India Limited, and New Holland Tractors India.[Page 448]
Widely traveled abroad, he has handled global and multi-cultural HR issues in highly competitive business environments in India and Europe. He is thus well-versed with global HR policies, systems, and processes. He has the unique experience of working in multicultural environments and deal with people of different nationalities, that is, Indians, Japanese, Koreans, Italians, British, Americans, and others.
Presently he is the Regional President of NHRDN (North) and a Board member of NHRDN (National HRD Network).President—Corporate Development and Group HR, RPG Group,
Dr Arvind Agrawal has been the President—Corporate Development and Group HR in the RPG Group since 1999. His current responsibilities in RPG comprise of HR and TQM. He is an alumnus of IIT (Kharagpur), IIM (Ahmedabad), and IIT (Bombay), from where he completed his PhD in the area of Strategic Leadership.
The first 12 years of his working life was spent in the HR function in companies like Escorts and Modi Xerox. Thereafter, he assumed additional responsibilities for TQM in Modi Xerox, which brought him closer to the business environment and issues. The exposure gained in TQM equipped him to take on the role of Corporate Strategy and Marketing at Modi Xerox itself.
During the years 1994 to 1999, Dr Arvind Agrawal was Chief Executive at Escorts, responsible for the two Construction Equipment Business Companies; Escorts JCB, and Escorts Construction Equipment Limited.
Dr Agrawal has been active in Management and HR forums in the country. In 1992, he was awarded the National HRD Award. He served as the National President of National HRD Network during the year 2000–02.Chief Operating Officer, LG Electronics India,
Dr Yasho Verma is the COO of LG Electronics India from January 2010. His responsibility includes looking after business operations of the company from his earlier role as Director HR and MS for LG India. He joined LGEIL as VP (HR and MS) in 1997. With effect from January 1, 2008 [Page 449]he was elevated as Executive in the LG Global hierarchy. He has been the first Non-Korean to reach this level in the LG Global hierarchy.
Dr Verma is an Engineering Graduate with Post-Graduation in Business Administration and PhD in area of Organizational Behavior from Indian Institute of Technology, Kharagpur. He started his career with TATA Steel in Jamshedpur and worked for around 15 years. He has been with LG Electronics for over 12 years.
He was rated as “HERETIC” by Business Today and Gallup and featured on the cover page of Business Today in 1997. He has delivered several lectures and has addressed boards of prestigious companies in India and abroad. Some of these companies include ITC, JK Group, and Ispat Group, Bangkok.
He has visited the London Business School, Seoul University, Wharton Management School, and Philadelphia for guest lectures in addition to other premier Management Institutes in India.
He has been conferred the Honorary Fellowship by the All India Management Association for significant contribution towards professional management. He is also member council of the Management of All India Management Association. He is President, Consumer Electronics and Appliances Manufacturers Association (CEAMA) for 2009–11. He has authored Passion: The Untold Story of LG Electronics. He is also the Honorary Editor for the. Journal of Projective Psychology and Mental Health by Anchorage USA.Professor, Management Development Institute,
Dr Pritam Singh has spent his entire life tirelessly doing what he does best: awakening students, academia, corporate heads and policy makers to raise their excellence to the next level. As the chairman and member of several policy-making committees and bodies of Government of India, he has stamped his perspective on policy issues that surround both management education and corporate management in India. As a consultant, Dr Pritam Singh has done work with more than 200 CEOs in India and abroad.
As an academic administrator, Dr Pritam Singh has an unparalleled record of making significant differences in his roles as Director at IIM Lucknow and MDI Gurgaon, and as Dean at the Administrative Staff College of India, Hyderabad and IIM Bangalore. In the contemporary management world, he is, therefore, known as a Midas touch leader.[Page 450]
A thorough leader with extraordinary insight, Dr Pritam Singh is the author of seven academically reputed books, three of which are award winning. He has also published over 60 research papers in various national and international journals. He is a globally sought after speaker and has addressed various Indian and global audiences in various countries.
His distinguished services were acknowledged by the country when the President of India conferred on him the prestigious “Padam Shri.” MIRBIS—the leading global, management school in Moscow, honored him as the “Global Thought Leader” in 2006–07. He was not just the first Indian, but also the first Asian to have walked in this global hall of fame. He has also been the recipient of several prestigious awards, to name a few: Sarvapalli Radhakrishnan Memorial Award: Teacher of Teachers; Lifetime Achievement Award: Vivekananda Foundation; TIE-UP California USA Outstanding Entrepreneur Award; Outstanding CEO: NHRD Award; Best Director Award of Indian Management Schools; and the First AIMA-Kewal Nohria Award for Academic Leadership in Management Education.
About the Editor and Contributors[Page 451]Editor
Subir Verma is Fellow (PhD) from IIM, Ahmedabad and M.A. (Gold Medalist) and M. Phil in Political Science from Delhi University. He has more than 16 years of teaching experience and has been a visiting faculty at ESCP-Europe, Paris. He was earlier the Chairman of the flagship MBA program, Chairman of the Corporate Relations and Placements Committee, and Chairman of the EQUIS Accreditation at MDI.
Professor Verma has consulted with top MNCs in India on their Organization Design, Change Management, and Leadership Development. He has also designed and delivered numerous workshops, both in-class and outbound-based experiential learning, on leadership, teamwork, managerial effectiveness, and negotiation skills for the middle and senior level of management of several reputed public and private sector organizations.
Professor Verma has edited two books, viz. Organizing and Managing in the Era of Globalization (along with Pritam Singh, 2009) and Creating Boundaryless HR (2009), and published several articles in reputed national and international journals. His forthcoming book on M.K. Gandhi: An Epitome of Leadership is slated for publication next year. At present, he is [Page 452]engaged in carrying out the AICTE funded research on “Identification and Benchmarking of Best Practices in Organizing and Managing in Corporate India.” Professor Verma has presented his research papers in several prestigious international conferences such as of the Academy of Management, World Congress of Sociology, Asia Pacific Researchers in Organization Studies, International Human Resource Management, and the European Group of Organization Studies.
Professor Verma is a recipient of numerous awards and honors, some of which are the Dr Karan Singh Gold Medal, Professor C.J. Chacko Prize, UGC Fellowship, Club Internationale (Paris) Fellowship, and the AICTE Research Grant. He is on the editorial board of the International Strategic Management journal. He is a Board Member of the Asia Pacific Researchers on Organization Studies and Member of the American Academy of Management, International Sociological Association, and the National HRD Network.Contributors
Shubhabrata Basu is an Assistant Professor of Strategic Management at the Indian Institute of Management (IIM), Indore. He is the founding Chairperson of the one year full time Executive Post-Graduate Program (EPGP) at IIM Indore. He is a Fellow (PhD) in Management (in the Business Policy Area) from IIM Ahmedabad. His research interests include Indian Public Sectors, Organizational Slack, Environmental Discontinuities, Knowledge Evolution and Intellectual Capital, and Innovation Characteristics in Emerging Economies.
Before joining academics, Dr Basu served the Industry and the Civil Administration, in various posts of repute, for about 10 years. He has designed and executed various national and international projects in the Steel and Power Sector. He also served the Government of West Bengal in the capacity of Assistant Labor Commissioner in the Durgapur Region.
His research papers were accepted in various national and international conferences. He has several cases and working papers to his credit. He has professional affiliation to the Institution of Engineers (India), Strategic Management Society, West Bengal Labor Service Association, etc.
Alfredo Behrens, an economist, holds a PhD from the University of Cambridge. He has lectured at or consulted for various institutes and [Page 453]business schools including Princeton University's Woodrow Wilson School; University of California at Berkeley London Business School, etc. Alfredo Behrens has broad experience in advising senior public officials, shareholders and board members of banks and large corporations and universities. He is most active on issues such as leadership, cross-cultural management, and HR-related issues, besides strategic planning focused on the internationalization of companies. He has worked with the private and public sector in America, East and Western Europe, and Southern Africa.
His book Culture and Management in the Americas (2009) was selected as the best Brazilian business book of the year. He is currently writing a book on leadership in Latin America: Shooting Heroes to Reward Cowards: A Sure Path to Organizational Disaster. Some of the prestigious awards received are the McNamara Fellowship by the World Bank and the Hewlett fellowship by Princeton University.
Asha Bhandarker is the Raman Munjal Chair Professor of Leadership Studies at the Management Development Institute (MDI), Gurgaon. She is a distinguished psychologist and a management thinker. She has published five books and many articles in various national and international journals. Her book Winning the Corporate Olympiad: Renaissance Paradigm (co-author Pritam Singh) was awarded the best book award by the Delhi Management Association. Her recent publication is Shaping Business Leaders: What B Schools Don't Do. She is a well recognized trainer and consultant closely involved in the corporate sector where she works with the boards and top teams of large companies and banks. She is passionate about the area of leadership studies and teaches and trains in this field. She has also been awarded the best teacher award at MDI. Dr Bhandarker has been a Senior Fulbrighter and a Visiting Professor at Darden School of Business, University of Virginia and at the George Mason University, USA. She has been a visiting fellow at the London Business School.
Shivganesh Bhargava is the senior most professor at the Shailesh J. Mehta School of Management, Indian Institute of Technology, Bombay, India in the area of Organizational Behavior, Human Resource Management and Entrepreneurship. His past teaching and research association has been with the Indian Institute of Management (IIM), Lucknow and IIM, Ahmedabad. He is the recipient of the Emerald Literati Network Award for Excellence (2010), VKRV Rao Award (2003) in Management, MPCOST Young Scientist Award (1988), and ISCA Young Scientist [Page 454]Award (1986). He has published three books from the SAGE (Response) Publications on Entrepreneurial Management (2008), Developmental Aspects of Entrepreneurship (2007), and Transformational Leadership: Value Based Management for Indian Organizations (2003), one case at the European Case Clearing House, over 40 research papers in international journals and has presented/contributed over 100 papers at international and national conferences/seminars.
Jyotsna Bhatnagar is Associate Professor, HRM and Chairperson, PGHR program at the Management Development Institute, Gurgaon, India. She has a PhD from the Indian Institute of Technology, Delhi. She is the Board Member for Asian Academy of Management and Indian Academy of Management. She recently received the award for the Best Paper for Practical Implications, 2009-Emerald, UK; and the Best Paper Award from the Indian Society of Training and Development World conference, Kolkata, 2000.
Dr Bhatnagar has conducted/designed organizational diagnostic consulting studies and senior level management development program interventions on HR issues of talent management, high performance work systems, employee engagement, human capital development interventions for various public and private sector organizations as well as for the department of the Government of India. She has published around 60 research papers in national and international journals and co-edited two books: Future of Work and Changing Face of People Management in India.
Soumendu Biswas is an Assistant Professor in the area of Human Resource at the Management Development Institute (MDI), Gurgaon, India. Dr Biswas has a PhD from the Indian Institute of Technology (IIT), Kharagpur in the Area of Industrial/Organizational Psychology. He has published articles in several national and international journals and has also presented papers in several international conferences such as the annual conferences of the Academy of Management, the European Academy of Management, the Asian Academy of Management, the Australia-New Zealand Academy of Management, the American Society of Training and Development, the National Academy of Psychology, and the Indian Council of Social Science Research.
Dr Biswas’ research interests include organizational culture, international dimensions of organizational behavior, and multivariate data analysis with particular reference to SEM procedures.[Page 455]
Giovanni Scarso Borioli is Assistant Professor of Operations Management. He teaches Problem Solving and Decision Making at graduate and post-graduate levels. He is an M.Sc. in Engineering and is currently undertaking his doctoral studies at the University College of London. Giovanni spent three years working as Project Manager after which he started his business studies at ESCP Europe, where he participated in the 2006 edition of the GMP (General Manager Program). He is also an active management consultant and he works with international companies in fields such as constructions, pharmaceutical, and energy.
His research interests include the implementation of large-scale change in organizations, particularly the implementation of lean management, evidence-based management, and decision-making support tools. He is also working in the field of sustainability of supply chains and green supply chain management.
Ashita Goswami is currently pursuing her doctoral studies at the Department of Psychology, Michigan University. She is an MA in psychology from Delhi University. She works in the areas of leadership, meaning of work and spirituality.
Aran Kumar Jain is a Professor of Strategy, IM and Corporate Governance at IIM-Lucknow (Noida Campus). He has published more than 100 articles and research based case studies in reputed national and international journals, including HBR. He is advisor to the Government and is on the Board of several statutory and business organizations.
He has taught at leading MBA institutions across the world, including Bradford (UK), Connecticut (USA), and has been a Visiting Professor at leading universities in USA, UK, Greece, France, Germany, and Singapore. Dr Jain has lectured at reputed forums like the Global Corporate Governance Forum, World Bank/IFC, OECD, UNCTAD, and MITI.
Currently he is the Chairman and President of Center for Accelerated Learning, Innovation, and Competitiveness at Germany (on leave) and Affiliated Professor of Strategy, International Business, and Corporate Governance at EM Strasbourg School of Business, Strasbourg.
Deepa Mazumdar is Professor in HRM at the National Institute of Bank Management, Pune, India. She has a PhD in Career Decision-making from the University of Lausanne. She has published articles in reputed journals like Journal of Social Psychology, Journal of Applied Social Psychology, [Page 456]Irish Journal of Psychology, Swiss Journal of Psychology and in Management and Change.
Her areas of specialization are organizational behavior, leadership, communications, mentoring coaching, and counseling and psychological assessments. She is certified in (i) DISC, (ii) Culture at Workplace and Competency, (iii) Neurolinguistic Programming (NLP), and (iv) Emergenetics.
S. Mohan is an alumnus of BITS, Pilani and IIM, Bangalore. He holds a PhD in Management. He underwent training in “Change Management” at Stanford, and attended the Executive Development Program at Kellogg and at Robert H. Smith School of Business, Washington. He has co-authored a book, The Indian CEO—A Portrait of Excellence which was released by the Hon. Prime Minister Dr Manmohan Singh in July 2007.
He is a life member of the All India Management Association and served as President of the Bombay Management Association (2008–09). He is also a life member of the Institution of Engineers, India. He has wide corporate experience of handling various functions. He worked with TELCO, Pune; BHEL, Bhopal; and is currently on the Board of Bharat Petroleum Corporation Ltd as Director (HR).
Armen E. Petrosyan is a Professor of Management and Public Administration, North-Western Academy of Public Service, Tver, Russia. He holds a PhD and Grand PhD (of higher level) from the Moscow state Lomonossov University. He has more than 25 years of working for scientific and educational institutions and about 20 years of experience in business consulting and functioning as executive. His main scientific interests include business and management, sociology and politics, philosophy and psychology, logic and methodology, and history of science. He has published numerous books. Some of the latest ones being, Management: Ideas, Problems, Tests, 2008; The Queen of Marketing, 2007. He has published several articles, the latest being a series of papers on leadership in New Management, such as “The arsenal of leadership: Vision as a vague image;” “The arsenal of leadership;” “Mechanisms of inspiration;” “The arsenal of leadership;” “The embodiment of ‘right’ behavior”.
John Pisapia is a Professor of Leadership Studies at Florida Atlantic University. Dr Pisapia brings over 23 years of management experience as [Page 457]a principal, state commissioner of education, University Department Chair, and Research Director to his academic podium at Florida Atlantic University and his consultancies. He previously held tenured faculty positions at West Virginia University and Virginia Commonwealth University. His work in strategic thinking and execution has received national and international attention. His book, The Strategic Leader, promising a new direction for leading in a globalized world was published in 2009. He has developed two research instruments: The Strategic Thinking Questionnaire (STQ) and the Strategic Leadership Questionnaire (SLQ). He has published articles in the Leadership Review, International Journal of Leadership Education, The American Journal of Business Research, etc.
Ksliipra Rustogi is a Research Associate at MDI, Gurgaon in Organizational Behavior Area. She has done her Masters in Psychology (specialization in Organizational Behavior) from the Faculty of Arts, Delhi University. She has one and a half years of work experience. Kshipra Rustogi's areas of interest are leadership, meaning of work values, and social psychology of virtual communication.
Ajay Singal is a doctoral student, Indian Institute of Management, Lucknow (India).
Pritam Singh is a management professional who has devoted his life to the development of management education in India and abroad. He is currently a Professor of Organizational Behavior at the Management Development Institute (MDI), Gurgaon.
As the Chairman and member of several policy-making committees and bodies of Government of India, Professor Singh has lent his perspective to a number of policy issues surrounding both management education and corporate management in India. As a consultant, he has done work with more than 200 CEO's in India and abroad.
As an academic administrator, Professor Singh has an unparalleled record of making significant differences in his roles as Director at IIM Lucknow and MDI Gurgaon. He has authored seven academically reputed books, three of which are award winning. He has also published over 60 research papers in various national and international journals.
He has been the recipient of the prestigious “Padma Shri.” He has also been conferred with many other prestigious management awards and is in the board of over eight Indian blue chip companies that includes Godrej India, Hero Honda, Maruti Suzuki, etc.
Davide Sola is a Professor of Strategy and Management on the London Campus of ESCP Europe. He is a PhD in enterprise economics with a [Page 458]thesis on “Organizational Transformation” from the University of Torino. He has been involved in a number of technology start-ups. He has worked as Head of New Ventures for the Hartley Investment Trust based in London and for McKinsey & Co. in Italy as their Engagement Manager. He has also held the position of Director of ESCP Europe, London campus. Professor Sola is also very active as corporate advisor, supporting the top management of leading enterprises on issues such as new business models, pricing, leveraging economic uncertainty, and strategy at large. He is an economic advisor to the Italian Ministry of Economic Development advising on themes related to growth strategies.
His research interests are in corporate transformation, strategic renewal, entrepreneurship, and applied economics (in particular the application of Austrian principles in the corporate world). He has authored numerous articles, policy papers, book chapters, case studies, and papers presented at international research conferences (Academy of Management, SMS, EI ASM, etc.).
Marie Taillard is a Professor of Marketing on the London Campus of ESCP, Europe. She is also Director of the School's Master Program in Marketing and Creativity which she launched in 2010. She has a PhD from the University College, London. She teaches a range of marketing courses across post-graduate and executive education programs. Her research in marketing focuses on the creation of value by consumers and social media. Her background in Linguistics, Social Psychology, and Cognitive Psychology also accounts for her interest in shared intentionality and change management.
Sumati Varma is an Associate Professor in the Department of Commerce and Business, at Sri Aurobindo College (Eve), Delhi University. She has over two decades of teaching experience, is the author of two books and is currently engaged in research in the area of firm internationalization, born global firms and international entrepreneurship. She is also a consultant in higher education with the NCERT and the Institute of Life Long Learning (ILLL), Delhi University.
Ellen Van Velsor is a Senior Fellow at the Center for Creative Leadership headquarters in Greensboro, North Carolina. She has a PhD in Sociology from the University of Florida, and has completed her postdoctoral fellowship at the Center for the Study of Aging and Human Development at Duke University.[Page 459]
Ellen is co-editor of the Center for Creative Leadership's Handbook of Leadership Development (1998, 2003, and 2010), and co-author of Breaking the Glass Ceiling: Can Women Reach the Top of America's Largest Corporations?' (1987 and 1991). She has authored numerous book chapters, articles and reports, including “Leadership Development as a Support to Ethical Action in Organizations” (Journal of Management Development, 2008).
Her current research focuses on lessons of experience in Asia and the US and on leadership practices and processes related to corporate social responsibility in global organizations.
Meena Surie Wilson is Senior Enterprise Associate with the Research, Innovation and Product Development group of the Center for Creative Leadership—Asia Pacific, based in Jamshedpur, India. She holds a PhD in adult and organizational development from UNC-Chapel Hill. Meena's most recent assignment as Research Director for the CCL-APAC office in Singapore involved starting up a research unit to advance knowledge about leadership development in countries in Asia. Her research focuses on the power of experience as a catalyst of leadership lessons, and on cross-cultural adaptability as a source of managerial effectiveness. Her latest book is the forthcoming Developing Tomorrows’ Leaders Today: Insights from Corporate India. She has also contributed chapters in several other books.
In addition, Dr Wilson facilitates assessment, feedback and coaching modules included in several CCL programs, and contributes to the design and delivery of conference modules and workshops. She has been on the team of the Center's Design and Evaluation group in Greensboro, North Carolina. Her previous work experience includes educational policy analysis for the state of Alaska, program development for public schools in Anchorage, AK, and project work at the Xavier Labor Relations Institute in Jamshedpur, India.
James Wright is the Dean of FIA Business School, and Director of FIA's International Executive MBA program which he started in 1992. He is a Professor of Strategy at the School of Economics, Administration and Accounting, of the University of São Paulo, and heads its Future Studies Program, founded in 1980. He has a PhD in Business Administration from the University of São Paulo. His research interests include technology and business forecasting, strategic planning, cognitive mapping, and computer-aided group decision making.[Page 460]
He has professional business experience in industrial project management in Brazil and Africa, and does extensive consulting work and serves on the Board of Directors in international companies and other organizations. He has received several teaching awards and the prestigious Jabuti Prize 2000 as co-author of a book on Agro-environmental Impacts. He is also the recipient of the Thomas Kuhn Gold Medal awarded by the International Union of Air Pollution Prevention and Environmental Protection and the International Academy of Science, for his contribution to the Floram Project, 1992–95.