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

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

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

4. "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

5. 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

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

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

8. 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

9. 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.

10. 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

11. 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

12. 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.

13. 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

14. 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

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

16. 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.

17. What are you doing beyond competency development ?

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

19. April 25, 2017
Back Up

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

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

22. 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

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