I've been especially interested in what I've seen at HCL Technologies, an Indian information technology company, which has been described as having the world's most modern management.
The first tenet of HCL's change strategy is called, somewhat provocatively, Employee First, Customer Second. The aim is to attract the very best talent - a tall order in the competitive Indian labor market but crucial for the company's growth - and empower employees to take the lead in coming up with innovative ways to create value for customers. This distributed leadership model is based on communities of interest: tight-knit groups that pull together people from various functions and locations. Each community comes up with new ideas and then competes with the other groups for funding in HCL's internal market.
According to HCL president Vineet Nayar, the strategy - which is supported by the savvy use of social-networking technology - will have succeeded when it "destroys the office of the president." That is, as the communities of interest evolve, the leaders of the groups will begin to share leadership of the company with Vineet.
From a HBR article in January 2008
Showing posts with label Organization development. Show all posts
Showing posts with label Organization development. Show all posts
Wednesday, June 25, 2008
Tuesday, June 17, 2008
Next CEO? Start Planning Now
An article in Campaign, supplement to MINT dated 16 June 2006
by
Anjali Bansal
Consultant
Spencer Stuart, Mumbai Office
Important points made
Today succession planning is the shared responsibility of the CEO and the board, though it should ultimately fall squarely within Board's realm.
Succession planning is considered to be one of the highest priorities of the board, an in increasingly scrutinized by stakeholders as well as outsiders.
Tata group set up a governance council that made CEO succession its primary concern, as also the formation and evaluation of the board of directors of the company.
One of the most challenging tasks is specifying the cirteria the next CEO should meet.
One of the critical issues in succession planning is the handling of transition period, in emergency situations, where unexpected events result in the need for a new CEO.
One of the options is for a sitting board member to step in as a CEO on a temporary basis. Another approach adopted by some boards is to have an ex-CEO on the board who will take up the emergency responsibility till regular CEO is appointed.
by
Anjali Bansal
Consultant
Spencer Stuart, Mumbai Office
Important points made
Today succession planning is the shared responsibility of the CEO and the board, though it should ultimately fall squarely within Board's realm.
Succession planning is considered to be one of the highest priorities of the board, an in increasingly scrutinized by stakeholders as well as outsiders.
Tata group set up a governance council that made CEO succession its primary concern, as also the formation and evaluation of the board of directors of the company.
One of the most challenging tasks is specifying the cirteria the next CEO should meet.
One of the critical issues in succession planning is the handling of transition period, in emergency situations, where unexpected events result in the need for a new CEO.
One of the options is for a sitting board member to step in as a CEO on a temporary basis. Another approach adopted by some boards is to have an ex-CEO on the board who will take up the emergency responsibility till regular CEO is appointed.
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