Leaders are under constant watch! In a relentlessly evolving global arena, leaders endeavor to transform their organisations competing for the future. Recent research on world class organisations and the leadership programs at KPMG portrays that transforming people is a key factor to accelerating growth. Fundamental research built on leadership over the last 10 years describe three key aspects of leadership: Innovative, GLocal and Agile.
1. Innovative Leadership
Innovation is the catalyst for growth, it is instilled in every bone of an organization such as product, service, culture and processes. Organisations revamp their face every time embracing change. Today the threat is higher from entirely new business models than from your own competitor gaining market share over you. Look at how Uber has disrupted local transport – 66 countries, 450 cities, and 62.5 billion. Or how mobile banking is disrupting traditional branch based banking. Disruption is the new business reality.
With smartphones and internet being pervasive, customers have access to better and cheaper alternatives – as a result customer loyalty can no longer be taken for granted. On other hand, we find meeting platforms moved from seminars to webinar and now whatsappinar, a complete integration of professional and personal aspects of life. With data and analytics playing crucial role in the way forward, organisations are able to tailor made services to their customers as well as employees.
2. Glocal
In September 2015 edition of HBR, an article written by Andy Molinsky explains that “Companies Don’t Go Global, People Do”. With the geographic shape of business is changing, needs of future business are evolving. People with global knowledge are able to foresee challenges and lead local action. It’s common that persons from different strata is able to drive innovation due to their technical advancements and questioning mindset. These glocal mindsets will lead future businesses and makes them effective influencers. We already see examples of young generation C Suite at Microsoft, McDonald’s and Google. As Mahatma Gandhi said, “There goes my people, I must follow them for I am their leader.”
3. Agile
Agile leaders comes with a combination of skill sets to the organisations. They are the leaders who demonstrate superior performance in all occasions and learn new competencies required to perform. Agility has the following five dimensions:
Mental – this dimensions talks about the ability to explore possibilities with any extend of challenges and uncertainty. They go beyond their comfort and reach new arenas.
Change – Constant tinkerer (never satisfied), it comes with breaking down the uneasiness effectively by experimentations. The contact thought processing ability will bring novel perspectives and takes up any heat on its way.
People – a purpose driven leader who inspires people and relate and support them in any given circumstance, to collectively bring the level of performance high. They are dynamic in their communication and resolves any conflicts.
Results – delivers results constantly and build high performing teams with confidence with their presence.
Self-awareness – an insightful soul reflects well. The awakening to one’s purpose will make them know themselves and their impact on others.
The concept of Agility has been validated as a measure to identify future potential. By developing yourself as an agile leader will activate enduring human and strategic potential for a better world.
Conclusion
Leaders with such traits are able to take their inapt personal or professional life to a stage of “ONE life”. Once an individual finds their true calling in their profession or occupation, there is no more question of quitting or giving up. The time has come where organizations take care of the Physical, Spiritual, Social, Emotional and Intellectual needs of employees, by helping them to find their purpose. Hence, having an employee centered culture will continue evolving and benefiting both the organization and its people.
Ref: KPMG Global CEO Outlook 2015, Global talent and Succession Management at KPMG
