NHRD Hyd :"Meet The Mentor"Jan13\' 2011 Presentation by Business Chairman Group Corporate Dev GMR group

1. Institution Building 15 January 2011 1 Presentation by P M Kumar Member Group Holding Board Business Chairman - Group Corporate Development

2. Institution Building Process SENTIENT PROCESS Collective Feelings HOW WE FEEL Focus on Mobilization & Belonging Focus in Empowerment Institution Building “The Psychological Contract” STRUCTURAL ANCHOR (WHAT WE DO ) Vision- Strategy- Structure- Roles- KRAs- Rewards etc. INSTITUTIONAL ANCHOR WHO WE ARE Philosophy -,Mission- Values- Founders Promoters’ History- Identity-’ Persona’ & Brand Focus on Efficiency/ ROCE Productivity etc. Focus On Renewal BUSINESS PROCESS HOW WE DO WHAT WE DO 2

4. Long term growth plan

5. Risk measurement framework

6. Family Governance guided by Family Constitution

7. Corporate Governance

8. Group alignment to a common objective

9. Drive a uniform GMR culture

10. Social responsibility initiatives

11. Standardization of critical support functions

12. Improve processes to best-in-class – Corporate Procurement, Information Technology, Finance, Legal, Assurance

13. Group Function Councils

15. Senior Leadership Team (SLT) Forum

16. Delegation of Power – RASCI

17. Group Performance Advisory Council (GPAC)

18. Knowledge Management (KM)

19. Capability building

20. Succession planning

21. E-enabled Performance Management Process

22. Focus on Leadership, Stakeholders, Business Processes and Results

23. Malcolm Baldridge Framework3

26. Primary focus is on strategy, structure, process, roles, tasks, and results.

27. Preoccupation with skills & results

28. Predominantly short term in orientation

29. Expedience and consequences are in focus

30. Defines itself as a living organic

31. Focus on mission, philosophy, aims, meaning, values, culture and belonging

32. Preoccupation with wisdom

33. Long term in approach and commitment

35. Are quick to adopt fads and fashions - Appear 'modern' to the observer.

36. Many are short lived

37. Are sensitive to their environments and are proactive

38. Are progressive - Appear staid.

40. Leaders lead the way

41. Succession is poor and ad hoc

42. They seek "partnership in clarity". Leaders want to be certain and clear in their communication.

43. Problems move upward to the leaders

44. Faith in the leadership is strong. The benefit of doubt goes to the leaders

45. Servant Leadership

46. The process for succession is robust and emphasizes a combination of continuity and change.

47. Leaders encourage and seek "partnership in ambiguity". They share their confusions and doubts with other members and invite ownership.

49. Inter-role spaces have no 'owners'. Many issues fall between two stools and the 'boss' orchestrates these through persuasion and arbitration.

50. Protocols are established to manage inter-role engagements

51. Members sustain each other's roles. Expertise permeates and spreads across roles

52. Inter role spaces are attended to. Members volunteer to do what needs to be done in the inter-role spaces and help each other when tasks and roles are hazy.

53. Sensitivity and awareness of what will make others succeed is often the basis of inter – role transactions. Win - win is important.15 January 2011 9

55. Members are contractual in their outlook. They take a rigid and unappreciative view of unexpected developments.

56. Members are concerned with individual and sect oral wellbeing. Their ambitions are self- centered.

57. Members operate from predominantly a 'psychological' contract. Their contributions are mostly voluntary and unilateral by nature.

58. Members are willing to be contextual in their view. They are tolerant of unexpected and idiosyncratic developments.

59. Members are sensitive to the common good. Their ambitions are directed towards the well being and success of the centred. institution.15 January 2011 10

61. The primary concern is about the nature of work. What will my role be?

62. The emphasis here is on the implicit psychological expectations.

63. The sense of belonging is rooted in this contract.2 3 1 Every member of an Institution will act from all three contracts, to a lesser or higher degree.

64. 5 Strains of engagement and commitment 15 January 2011 12 Associate Members Senior Management Organizations Institutions Professional Members Middle Management Institutional Members Junior Management Ɣ Rate of Conversion Institutional Talent Management Co- Founders Members Support Staff Founder members

71. The rate of conversion from one commitment level to the next Council Mentors for Values Acculturate & Involve in Institution Building EXIT How transition across Institutional & Professional Memberships are handled? This matrix provides a starting point….. Professional Membership H L Institutional Membership H L

73. Thank You 15 January 2011 20