Leadership Development in Corporate Sector

ITC Experiences

TAAS-NAARM National Dialogue on

Building Leadership in Agricultural Research Management
Hyderabad, 27 Aug 2010
S Sivakumar
Why should there be anything to learn from ITC?

S Sivakumar
 An unparalleled Triple Bottom Line performance!

Financial: $ 23 billion Market Capitalisation

Social: Integrated 5 million rural livelihoods into value chains
Environmental: Water +ve, Carbon +ve, Solid Waste recycling +ve
S Sivakumar
 What’s the Formula? The Three Vs!

Delivered by
internal “Vitality”

Inspired by Guided by
a compelling “Vision” enduring “Values”

S Sivakumar
How does ITC nurture its internal Vitality?

1. Clear articulation of desired competencies

2. An integrated HRM approach

3. Strategy of Organisation as a force multiplier

4. Platforms to support a Self-learning Resource

S Sivakumar
 Competencies desired in ITC Leaders

Strategic
Mindset

People 1 Consumer
Leadership Orientation

Leading Making
Change 4 3 Things Happen

These competencies apply across all responsibility levels,

and metrics are defined specific to each level
 ITC’s Integrated HRM Approach
Learning &
Development:
Employee Life
Cycle

Career Recruitment: Performance

Planning: Focus on Quality Management:
Leverage the & Future Results &
diversity of ITC Potential Processes

Rewards:
Monetary &
Non Monetary

S Sivakumar
 ITC Strategy of Organisation: The Force Multiplier
The Decentralised Structure serves as a
crucible for developing Distributed Leadership
through hands-on work experience as leaders

Corporate Governance framework that derives the

benefits of focus for each business, while creatively
blending its diverse pool of core competencies to
generate new sources of competitive advantages
S Sivakumar
Platforms to support a Self-learning Resource

Competency specific Programmes

eg. Innovation (part of Leading
Change competency) aided by
intersection of disciplines
0
360 Faculty, Post
Group Induction, Thematic Programme Projects with
Strategic Conversations, cross-functional teams,
Vibrant Intranet Opportunity to enhance
internal “networks”

Growth
Opportunities
Self
Actualisation
Meritocracy

S Sivakumar
ITC’s Vision provides the over-arching inspiration

Commitment beyond the Market

Serving the broader societal purpose, This imparts a larger purpose and
while delivering sustainable meaning to individual endeavour. It is
shareholder value is at the core aspirational, unifying and motivational

The Vision requires each of ITC's businesses to attain

leadership on the strength of international competitiveness
Simultaneously contributing to enhance This broader commitment has led to
the competitiveness of the larger value the creation of unique business models
chains of which ITC is a part (eg ITC eChoupal, Social Farm Forestry)

S Sivakumar
And the Values guide the “means” to those “ends”

Stretch the Limit

Innovation

Triple Bottom Line

Trusteeship

Human Dignity
Team Work

Citizen
First

S Sivakumar
And what did we do on the ITC Centenary Day?

Took a fresh guard towards the next Century!

S Sivakumar
Thank You

S Sivakumar