A snapshot of Leadership Bench development efforts at some of India's leading companies. Disclaimer: most of this stuff is based on secondary research and is a little dated!

1. LEADER COMPETENCIES
&
LEADER BUILDING PROCESSES
If you are planning for one year, grow rice.
If you are planning for 20 years, grow trees.
If you are planning for centuries, grow people.
Chinese Proverb

2. LEADER COMPETENCIES – IDENTIFYING AND
BUILDING KEY LEADERSHIP BEHAVIORS:
A FEW CASES

3. T.V. Rao Learning Systems Pvt. Ltd
1. THE INFY LEADERSHIP MODEL

4. BUILDING LEADERS AT INFY – THE PROCESS

5. 2. THE WIPRO MODEL
8 Wipro Leadership Qualities, based on Wipro
Vision, Values and Business Strategy
1. Customer Orientation
2. Strategic Thinking
3. Self-Confidence
4. Commitment to Excellence
5. Willingness to Groom other Leaders
6. Ability to Work in Teams
7. Adaptability
8. Self-Initiative
Others:
• Ability to work in an unstructured environment
• Comfortable in situations that are not crystal clear and
where there is a level of ambiguity

6. BUILDING LEADERS AT WIPRO – THE PROCESS

7. PROCESS DETAILS:
WIPRO LEADERSHIP LIFECYCLE PROGRAMS
Life Cycle Stage Development Plan
Training and development programs at various stages have
been designed by mapping the competencies to specific roles.
Competencies specify the specific success behaviors for every
role.
1. Entry-level program (ELP) - The program covers junior
management employees with the objective of developing
managerial qualities in the employee. The target groups are
campus hires and lateral hires at junior level.
2. New Leaders’ Program (NLP) - Popularly known as NLP, this
program aims at developing potential people managers, who
have taken such roles or are likely to get into those roles in the
near future.

8. WIPRO LEADERSHIP LIFECYCLE PROGRAMS
3. Wipro Leaders’ Program (WLP) - This program is for middle level leaders
with people, process, business development and project management
responsibilities. These leaders are like the flag bearers of Wipro values and
Wipro way of doing business. They not only walk the value talk but they
also have a responsibility of assimilating new leaders within the Wipro
culture.
4. Business Leaders’ Program (BLP) - This is for senior leaders with business
responsibility. At this level, people are trained up for revenue generation
and Profit & Loss responsibilities. The program covers commercial
orientation, client relationship development, and team building and
performance management responsibilities among other things.
5. Strategic Leaders’ Program (SLP) - This program covers top management
employees. The focus is on Vision, Values, Strategy, Global Thinking and
Acting, Customer Focus and Building Star Performers. Wipro ties up with
leading business schools of international repute to conduct this program for
Wipro leaders.

9. 3. THE UNILEVER MODEL
Unilever Leadership for Growth Profile Competencies
Create a Growth Vision
- Passion for Growth
- Breakthrough thinking
- Organizational Awareness
Drivers for Growth
- Seizing the Future
- Change Catalyst -
Developing others - Holding
people accountable - Empowering
Others
Builds Commitment for Growth
- Team commitment
- Strategic influencing
- Team leadership

10. BUILDING LEADERS AT UNILEVER- THE PROCESS
In 2000, Unilever, one of the world’s leading foods, home and personal care
companies, initiated a five-year, comprehensive change program aimed at
improving the company’s growth. As part of that program, Unilever
implemented the Leadership Growth Profile (LGP), a competency model that
defines the leadership behaviors required to accelerate this growth.
“Leaders Into Action” is the highest-profile program targeted at developing
the behaviors within the Leadership Growth Profile.
Top 1,000 managers go through a five-month program in groups of 28 to 35
people.
Combines virtual training, both individual and team-based, with
concentrated face-to-face sessions, supported throughout with internal
coaches.
In the first eight weeks of the program, individuals learn and work virtually
in an online community and have access to e-learning programs from
Harvard Business School Publishing.

11. Unilever offers two programs: one for individuals and one
for natural work teams.
In each case, once the group has completed the first virtual
module, they meet for 10 days, and each participant defines
goals at four levels: personal, personal in business, business
and community.
In the team program, natural work teams merge together the
personal in business and business targets with even more
significant results achieved.
After six additional weeks in a virtual team environment, the
group spends a final week together, finalizing the business
project for presentation to senior executives. If approved, the
project is funded and implemented.
BUILDING LEADERS AT UNILEVER- THE PROCESS

12. LEADERSHIP DEVELOPMENT
BEST PRACTICES

13. BUILDING LEADERS: BEST PRACTICES AT
A FEW INDIAN COMPANIES
1. Hindustan Unilever Limited
2. Wipro
3. Infosys
4. Tata Consultancy Services
5. IBM
6. Bharti Airtel

14. HINDUSTAN UNILEVER LIMITED
Pioneer in Leadership Development In India
Philosophy – “Leadership Is Fostered In a Culture Of
Diversity Where Individuals Are Provided An Equal Chance
To Grow & Achieve Potential Their Own Way.”
 Practices
 Leadership Development – Begins from the time Talent is
acquired.
 70:20:10 Learning Model – Curriculum led programs designed &
anchored by Regional Academies constitute for only 10%. 70%
learning is on the job through wide range of assignments.
Remaining 20% comes from “Inspirational Conversations”
through mentoring & coaching.
 Leadership Behaviors defined on the “Standards of Leadership”
(SOL) framework aligned to business needs & realities.

15.  Assessing Leadership traits through Performance
Management Process & 360 DF mandatory for senior
leadership
 Investing Management Time & Money –
Attribute Success of Leadership Development to “Senior
Management Ownership”
CEO along with Management Committee invests
approx. 30 – 40 % time in grooming leadership.
Includes activities like campus & recruitment
talks, mentoring, tea & chat sessions with young
managers, career plans & succession planning
discussions.
Uses Leadership Differentiation Tool (LDT) to
differentiate talent on “what” & “how” of
performance.
Mapping on current & potential performance on
LDT grid.

16. WIPRO
Highly People Focused IT Industry
Philosophy – “Believe Young Managers Are Rich In
Talent & That If One Doesn’t Tap Their Potential
Someone Else Will Do So.”
Development of Leadership Qualities since 1994
Leadership Qualities
Strategic Thinking
Self Confidence
Ability To Work In Teams
Ability to Develop More Leaders
Achievement Orientation
Global Thinking & Acting
Learning from Others – Following on an initiative that
was internationally undertaken by Schneider Electric –
Getting 5 companies together where each is a leader in a
region and from different industry.

17. Identifying Leaders
Identify young people, particularly those who are
not in the forefront
Bore - Well Method – Identify 24 people for
Comprehensive Development Program

18. INFOSYS
PHILOSOPHY: BELIEVES LEADERSHIP DEVELOPMENT
IS A JOURNEY RATHER THAN AN EVENT
The Infosys Leadership Development Program rests on traits that
the company looks at molding in potential leaders.
Leadership Traits
• Strength in Strategic & Operational areas
• Change Management
• Content Leadership
• Adversity Management
• Transition Leadership
• Talent Leadership
Building Leaders
• Infosys Leadership Institute (ILI), Mysore
• Programs devised defines Leadership Model and what
good Leadership Consists
• Develops the Nine Traits that Infosys considers key to
Leadership

19. Identifying Leaders
– Develops Leaders from an early phase in their career
at Infosys
– Measuring them against a customized Nine Part
Leadership Trait Model
– A Leadership Matrix is used for measuring

20. TATA CONSULTANCY SERVICES
Philosophy: Strong Corporate Global Focus –
Developing Role Diversity, Global Exposure And High
Performance.
Strong Emphasis on
 Business Acumen
 Selling Skills
 Communication Skills
 Cultural Aspects
Developing Leaders
 Oldest Leadership Centre (1966) - Tata Management &
Training Centre, Pune
 TCS – Leadership Development Institute,
Thiruvanathapuram
 Leadership Development – Core to TCS Business Model

21. Learning From Others
 Stresses on Strategic Leadership Wisdom from
Business Schools
 Classroom as well as Web Based programs with
Case Studies from Harvard Business School
 Faculty from renowned Business Schools
conduct programs on Strategic Leadership
Development for Senior Leadership teams
Investing Management Time & Money
 2% of Revenues
 Average one fourth of training days invested in
Leadership Development per person under
Continuous Learning Program

22. INTERNATIONAL BUSINESS
MACHINES, INDIA
Philosophy: Try To Combine The Best Of Local & Global
Skills As Well As Best Practices.
Practices
 Recognizes leadership potential early in employee career
 Carves structured path with special developmental
activities.
 Rotational Assignments
 Exposure at global level
 At all levels, Women’s Leadership and Diversity
Leadership
Learning From Others – Believes in learning from Clients

23. Investing Management Time & Money
 Globally - $750 Million a year
 Indian Context – half a million student days of training:
150,000 Non Technical + 3,50,000 technical days where 30%
is eLearning.

24. BHARTI AIRTEL
Philosophy: Believes In Freedom & Empowerment To
Right Leaders
Identifying Leaders
 Identifies leaders with entrepreneurship, ability to think big &
bold and ability to stretch
 Succession Planning
 Empowering leaders to the maximum
Investing Management Time & Money
 Sunil Bharti Mittal meets top 100 employees every year
 CEOs of each company meet leaders within each company
– 2 full days monthly
 Focus on Internal Talent Development

25. MY CHECKLIST FOR DEVELOPING LEADERS
 Catch Them Young – Target Early
 Succession Planning – Plan and Initiate Processes
 Leadership Centers – Identify and Build Potential
 Global Exposure – The World is Not Enough
 Rotational & Challenging Assignments
 Religious follow up – Institutionalize and Fortify
 Senior Management Ownership

26. THANK YOU