• We are not going back to the world we knew. We have to plan for transformation. This reality needs to be understood and accepted. We can do so willingly or grudgingly. Those who continue to wait may find it difficult to survive. Those who adapt and renew themselves and their organizations will prevail.

• New geo-economic factors,socio-political alignments and break-through technologies are likely to impact businesses like never before. Climate Change and Environment factors would radically alter the direction of traditional industries.

• How the dynamics of new economic, social and technological forces could impact our industries and create new opportunities and how we should re-align our business models and re-structure our plans and priorities to be in sync with the new forces at work?

An in-depth, interactive senior-management
Leadership Dialogue on contemporary ground realities and trends
and what it means for the future performance of our organizations
and our role as a leader
with
Ravi Chaudhry, a business strategy consultant,
mentor to CEOs and corporate Boards, Fellow of World Business Academy,
author of "Quest for Exceptional Leadership: Mirage to Reality", and
Chairman, CeNext Consulting and Investment Pvt Ltd, New Delhi.

Leadership Dialogue shall particularly focus on the following issues:
 

• How changing demographics, attitudes and social expectations could impact our businesses
  
• How could our businesses react to ensure we reap positive impact and avoid negative impact?
   

• How new players could unveil new business models?
  
• How the dominance of existing and new emerging market players in the global league could alter competitive landscape?
  
• What are the relevant best practices in the world; what new innovative practices can we introduce?
  
• Role of R&D and creativity-led innovation culture in the organization.
   

• What type of Business Leader is likely to succeed in the coming decade?
  
• What new traits the leaders need? What legacy a CEO can and should leave behind?
   

• Taking cognizance of the new dynamics of stakeholder expectations - consumers, suppliers, employees and the State
  
• Re-prioritizing R&D imperatives and optimizing their impact on cost structure, productivity aspects and profitability
  
• To what extent can we de-risk our business strategies and plans?
  
  

1. The Dialogue process shall be undertaken by Mr Ravi Chaudhry. In the entire process, he would function as an inside colleague and
   mentor – whom each employee can trust and confide in, without any hesitation. The process would encompass:
    
1. Initial conversation with each member of the Board and senior management team - a frank, forthright discussion on how each of them perceives company’s current strengths, future prospects, business risks and threats from new technologies, competition and regulatory environment, in each business domain in which the company is engaged.
    
2. Visit to company’s key establishments in India and if possible – also a key overseas location to understand how real-business operates in the field.
    
3. Random conversations with people at various levels – to grasp the human-resource ethos and ground realities.
    
4. Assessment of company’s credentials on quality, employee cohesion and value systems – as achieved in practice.
    
5. Comprehensive review of financial performance and forecasts, in both existing businesses and new businesses – based on current investment plans and revenue assumptions.
    
6. Conversations with select personnel on Group’s current overseas operations and a matrix of options for overseas growth.
    
7. Final round of conversations with select Board members and senior management team – sharing of relevant observations and conclusions.
    
8. Submission of Final Observations and the Way Forward.  

1. It would not be a firmly-structured, compartmentalized series of meetings – but more an evolutionary process – which would include both - individual meetings as well as group discussions.
    
2. Mr Chaudhry would continually share his interim observations with Board Members to seek their inputs. Anytime during the Dialogue Process, Board Members and senior managers shall be encouraged to request additional meetings to convey additional thoughts and perspectives.

• The proposal as outlined above comprehensively encompasses several aspects. Each organization is free to radically alter or amend the scope of work, or request focus on only specific issues.
   
• The time span to complete the Leadership Strategy Dialogue is dependent upon the Dialogue Brief.
   
• As an indicative guideline, focused Strategy Dialogues could be completed within a week, whereas comprehensive Dialogues could take up to three to six months.