A:Our transformation journey over the last 21 months has been pivoted on
(i) a multi-fold jump in employee productivity, (ii) creating an employee-centric work environment through augmented employee experience, and (iii) digitalization across the board on the employee life cycle. Each of these has had a very clear metric-driven goal with milestones set every month and clear roles & accountabilities assigned. Over the last 21 months, we have increased our productivity by 33% and are one of the best-in-class in the industry through a focused approach to organization design & re-structuring. Our attrition has reduced to less than half of where it stood 21 months ago and is one of the least in the industry through a relentless focus on employee experience with several recognitions (including Great Places to Work certification) we have made a significant difference in being recognized as an employer of choice in the industry today. Our digitalization transformation in the sphere of people management today has been one of the fastest & one of the best in the industry by a mile.

A:Transformational leadership, by definition, focuses on the transformation of any organization or business unit as compared to transactional leadership where the focus is on enhancing the efficiency of operations. While both have their places of significance, to drive change, the focus has to be on transformational leadership. Transactional leadership would only focus on improving the efficiency of the way an organization operates, but to make tectonic shifts, one has to focus on changing the way the organization operates in the first place. To give an analogy, transactional leadership helps in improving the game one is playing; however, if the need is to change the playing field or change the game itself, then it is transformational leadership which is called for. Organizations which thrive decade after decade under continually changing circumstances, need to transform themselves every few years to stay ahead of the curve. Merely doing better at what one is doing would not guarantee success over the long run.

A:Leaders have a disproportionate influence on the culture of the entire organization and how the organization as a whole responds to different situations. Mentoring & Coaching by leaders to younger and upcoming generations of future leaders prepares them to see ahead of the curve instead of focusing only on the here & now. While it is true that there can be no long run if there isn’t a short run, focusing only on immediate results can blur our vision for looking at long-term success. Organizations which not only live but thrive across generations are the ones that have continually focused on mentoring & coaching leaders from within who carry forward the organization into the next generation without compromising on the basic DNA of the organization and what it stands for while continually winning in the ever-changing external environment. Coaching & Mentoring play a pivotal role in developing leaders who can choose the playing field, choose the game and win year on year.

A:Transformation has to be based on the long-term goals of the organization. Otherwise, it becomes a change for the sake of making a change and is akin to a rudderless boat being tossed around in high seas of environmental change. The challenge of leadership lies in (a) looking around the corner, (b) having a clear insight into what lies ahead, (c) deciding on what course the organization needs to take if it has to stay ahead of the competition, (d) enunciating the change required in simple terms which is understood by one & all in the organization, and, last but perhaps most importantly, (e) steering the organization in that direction with clockwork precision and relentless energy & perseverance. The success. Transformational leadership is so very difficult and success often eludes organizations because getting all the 5 steps mentioned right is not only difficult but requires mental agility, business acumen and people leadership skills which is not easy to find.

A:I have had the fortune to work with several top-class Leaders in my career, both HR & business, and each of them have had a huge influence on me and continues to inspire me each day I am at work. Mr. Samik Basu & Mr. Pavan Bhatia (both ex-PepsiCo India CHROs) have had a huge influence on what I have learnt about HR and business leaders like Mr. Sanjiv Puri (current Chairman of ITC), Mr. Sanjay Dubey (ex- HUL) and Mr. Akhil Saxena (ex- India Head of Amazon operations) have all had a significant influence on what I have learnt about leadership and transformation.

From a non-corporate standpoint, the single most important learning in transformational leadership has been the leadership of Kapil Dev in the manner in which he transformed Indian cricket under his leadership. Before June 1983, I don’t think anybody in the cricketing world ever believed that India could be a force to reckon with and certainly not in a limited-overs version of the game. With a team of mediocre players (none in the Indian World Cup Winning team of 1983 were world-class players in that format), he led the team to a height which was unimaginable by his sheer grit, determination and ability to motivate a team to deliver outstanding results consistently.

A:Transformational leadership is all about (a) foreseeing what lies ahead of us well in advance, (b) deciding on the course of action based the foresight, and (c) executing the change that is required in a planned and systematic manner. Any strategic pivot would call for the above since a strategic pivot, by definition, involves tectonic shifts into unchartered territories for the organization. The difference between success and failure in most organization transformations lies in the ability to carry out each of the 3 steps. The success rate of organisational transformation initiatives is low because it requires tremendous leadership capabilities to get all the 3 steps correct in that order.

A:The first step in a sustainable succession plan for transformation leadership is the clear articulation of the competencies and skill set necessary for the transformation journey. Current performance is no guarantee of successful transformation to the long-term goals of the organization. For the next generation of leaders to continue to drive the company’s vision forward requires (a) having an articulated vision which is understood by the last man standing; (b) having a buy-in of a critical mass of the company who are completely in alignment with the same and not just doing a lip-service to it; (c) identifying the leaders at every level who have the necessary competencies & skill set to drive the long term goal forward; (d) reinforcing behaviour that would drive the organization to its long term gaols; and ( e) ability to attract and equally retain the talent who would make that happen. All of the above requires Patience to stay the course, Perseverance to not buckle down in the face of temporary failures and almost Paranoia with the status quo.

A:The most path-breaking transformations that are unfolding in front of us are the use of AI in every sphere of our lives and the multi-generational workforce as well as the customer base that every organization, irrespective of the industry in which it operates, has to deal with. AI is already making a significant difference in the way any industry operates and in the next 5 years it may well make a huge difference between the organizations who can make the most of AI vis a vis those who are not.

Whether it is a multi-generational workforce or customer base with massive diversity in outlook towards work & life it already exists under one roof whether that roof is of the workplace or home. Every organization has to understand the implications of the plurality that it has to address for both its employees as well as its customers and address the same. Mass-customisation is the transformation in every sphere that organizations have to move towards.