This document discusses running an agile Fortune 500 company. It describes a typical global company as having 200 divisions across 40 countries with 25,000 employees. It argues that leaders should be defined in the context of strategy, rather than focusing on personality traits like charm. An effective leader is described as a rational thinker, fact-based decision maker, generalist, fast learner, emergent strategist focused on the future, risk-taker, and innovator. Leadership development programs are often ineffective because they use arbitrary criteria rather than focusing on business success and strategic needs.

1. *
“Running an Agile Fortune 500 Company”
Aditya Yadav, aditya.yadav@gmail.com
in.linkedin.com/in/adityayadav76

2. * A Typical Global Company
* Fortune 500/1000
* 200 Divisions
* 40 Countries
* 25000 Employees
*

3. *
@ Acme Inc.

4. * Original Question “Do Leaders Have To Be
Charming?”
* The Correct Question - “Lets rethink and
define Leaders in The Context Of Strategy.
What do we expect from them actually?”
*

5. *
And The Philosophy Behind The Answer

6. * Trustworthy * Intelligent
* Progressive * Social
* Professional * Good Listener
* Aggressive * Critical Thinker
* Dynamic * Insightful
* Youthful * Industry Experienced
* Visionary * Technical Superset of every team member
* Innovative * Meritocratic
* Successful * Leads By Example
* Larger Than Life * Ethical
* Popular * Storyteller
* Charismatic * Reputed
* Energetic * Well Networked
* Celebrity Status * Guide
* Media & Analyst Expert * Accountable
* Domain Expert * Takes Initiative
* Charming * Mediator
* Knowledgeable * Likeability
* Clarity * Confidence
* Appeal * Loyalty
* Reliable
*

7. *
We get it!!! He has to be a Snake Charmer and a
Chic Magnet!

8. 1.
2.
Rational Thinker
Fact Based Decision Maker
* Note - This Minimal „5
3. Generalist Point‟ Definition is also
4. A Fast Learner, Unlearner and a Sufficient Definition
Relearner
5.
I.
Emergent Strategist
Future Oriented
* This Definition is
II. Risk Taker Consistent and Valid
III. Innovator across Functions,
* Doesn‟t Necessarily have to be a
* Visionary
Domains, Industries,
* Philosopher, or Technologies and Geo‟s
* An Artist!!!
* It wont hurt though!!!
*

9. * Managers don‟t naturally make good Leaders it is not yet another
career progression step for them. It‟s a completely different strategic
role.
* Prof. Kotter - People use the terms "management" and "leadership"
interchangeably. This shows that they don't see the crucial difference
between the two and the vital functions that each role plays.
* Prof. Kotter - People use the term "leadership" to refer to the people
at the very top of hierarchies. They then call the people in the layers
below them in the organization "management." And then all the rest
are workers, specialists, and individual contributors. This is also a
mistake and very misleading.
* Prof. Kotter - People often think of "leadership" in terms of
personality characteristics, usually as something they call charisma.
Since few people have great charisma, this leads logically to the
conclusion that few people can provide leadership, which gets us into
increasing trouble.
*

10. * Focus!!! Focus!!! Focus!!!
* Stop Boiling the Ocean!!!, and
* The Never ending Inconclusive Debate about Leadership Qualities and
Development
* LDP today at even the Top Organizations are a JOKE!!!
* The only purpose they serve is that of „Natural Selection‟
* Using Arbitrary Criteria's with Absolutely „No‟ Correlation to Business
Success
* Of course the Individuals would succeed by virtue of getting selected into
the program and just doing it
* The Definition of Leader Given on the earlier slide has a direct Mapping to
an Ideal Leadership Development Program
* And is Structured and Consistent with Business Success and [Emergent]
Strategic Needs of The Organization
* Which is the ONLY Context we should define Leaders within
*

11. Aditya!!!
*