<p> Pittsburgh, Pennsylvania-based talent management consultancy Development Dimensions International (DDI) has opened a window into its tried and tested playbook for CEO recruitment.<br /><br /></p>.<p>Interacting with Deccan Herald, its India Managing Director Anu Zachariah has said that the first step is for organisations to analyse the context in which a CEO is to be appointed. “When we start negotiating with our clients on CEO search, we will have to first understand the context of the appointment. At this stage, the organisations should conclusively state where their business is heading,” Zachariah said.<br /><br />DDI works with Fortune 500 companies in hiring, promoting, and developing their leaders. For instance, it was to DDI that Infosys turned to present a shortlist of internal candidates as possible contenders to succeed co-founder and former CEO S D Shibulal.<br />The DDI India head said organisations should specify their priorities before choosing a CEO. <br /><br />“Some companies would say that mergers and acquisitions should be our key driver; others would say achieving the revenue target. Then there is global expansion, launching new products, etc.,” she said.<br /><br />“If they can do that, then DDI can define the DNA of the top leader/executive who will be successful in that context. These people would not take orders from their parent organisation. They will become successful because they are agile, create benchmark roles in the organisation, and are also ready to take risks despite any ambiguities,” Zachariah said.<br /><br />Once the context is defined, she said her organisation will scout for leaders who have the basket of capabilities to lead the organisation from the front. “He/she would be well-versed with what will be some of the business differentiators; what will be the key drivers of change, what will be the cultural shifts and technologies in the business, etc.,” she said.<br /><br />If instead, consultants come up with a baggage of standard operating procedures, MNC structures and policies, there will not be any success at all after the selection, she said. “Leaders at this level should think longer, have the foresight to understand technology, market, customers, and have strong capability in execution. They should have the capacity to turn their vision into action. They should be brilliant in leading people, and inspiring people.” <br /><br />She cited the example of current Infosys CEO Vishal Sikka. Zachariah said he has succeeded in rallying thousands of employees behind his vision. “He puts right people in the organisation. He provides the ecosystem and culture for the people to thrive. He does not merely bring in innovation, but also puts it in action,” she said.<br /><br />Zachariah said the DNA of any company’s CEO is continuously evolving. The career growth of an individual takes the greatest leap when one becomes a manager. “Then the manager comes to understand that success depends upon the performance of his team members. Now the manager’s success does not depend upon his personal best performance. Since the capabilities needed for a manager is different, he will now have to coach, delegate, manage, assess performance, and lead from the front.” <br /><br />She points that when a person becomes a CEO, CFO, or a strategic leader of a company, then he/she will have to perform in a different way.<br /><br />“At that level, you are responsible not only for the organisation, but also for the brand. Now the person will have to talk to analysts, think outside-in, and take strategic decisions. Thus the DNA of a leader keeps evolving,” Anu Zachariah said. <br /><br />FIVE STEPS TO CEO HIRING<br /><br /> Understand the context of the appointment, including where the company is heading<br />nKnow the company’s priorities. Do they need a CEO to drive M&A, hit revenue targets, or expand globally?<br /><br /> DDI now defines the DNA of the candidate who are agile, take risks, and create benchmark roles<br /><br />DDI now scouts for leaders who have the basket of capabilities to lead the organisation from the front<br /><br />The candidate would have thorough knowledge of the business, its key differentiators, drivers, cultural shifts<br /></p>
<p> Pittsburgh, Pennsylvania-based talent management consultancy Development Dimensions International (DDI) has opened a window into its tried and tested playbook for CEO recruitment.<br /><br /></p>.<p>Interacting with Deccan Herald, its India Managing Director Anu Zachariah has said that the first step is for organisations to analyse the context in which a CEO is to be appointed. “When we start negotiating with our clients on CEO search, we will have to first understand the context of the appointment. At this stage, the organisations should conclusively state where their business is heading,” Zachariah said.<br /><br />DDI works with Fortune 500 companies in hiring, promoting, and developing their leaders. For instance, it was to DDI that Infosys turned to present a shortlist of internal candidates as possible contenders to succeed co-founder and former CEO S D Shibulal.<br />The DDI India head said organisations should specify their priorities before choosing a CEO. <br /><br />“Some companies would say that mergers and acquisitions should be our key driver; others would say achieving the revenue target. Then there is global expansion, launching new products, etc.,” she said.<br /><br />“If they can do that, then DDI can define the DNA of the top leader/executive who will be successful in that context. These people would not take orders from their parent organisation. They will become successful because they are agile, create benchmark roles in the organisation, and are also ready to take risks despite any ambiguities,” Zachariah said.<br /><br />Once the context is defined, she said her organisation will scout for leaders who have the basket of capabilities to lead the organisation from the front. “He/she would be well-versed with what will be some of the business differentiators; what will be the key drivers of change, what will be the cultural shifts and technologies in the business, etc.,” she said.<br /><br />If instead, consultants come up with a baggage of standard operating procedures, MNC structures and policies, there will not be any success at all after the selection, she said. “Leaders at this level should think longer, have the foresight to understand technology, market, customers, and have strong capability in execution. They should have the capacity to turn their vision into action. They should be brilliant in leading people, and inspiring people.” <br /><br />She cited the example of current Infosys CEO Vishal Sikka. Zachariah said he has succeeded in rallying thousands of employees behind his vision. “He puts right people in the organisation. He provides the ecosystem and culture for the people to thrive. He does not merely bring in innovation, but also puts it in action,” she said.<br /><br />Zachariah said the DNA of any company’s CEO is continuously evolving. The career growth of an individual takes the greatest leap when one becomes a manager. “Then the manager comes to understand that success depends upon the performance of his team members. Now the manager’s success does not depend upon his personal best performance. Since the capabilities needed for a manager is different, he will now have to coach, delegate, manage, assess performance, and lead from the front.” <br /><br />She points that when a person becomes a CEO, CFO, or a strategic leader of a company, then he/she will have to perform in a different way.<br /><br />“At that level, you are responsible not only for the organisation, but also for the brand. Now the person will have to talk to analysts, think outside-in, and take strategic decisions. Thus the DNA of a leader keeps evolving,” Anu Zachariah said. <br /><br />FIVE STEPS TO CEO HIRING<br /><br /> Understand the context of the appointment, including where the company is heading<br />nKnow the company’s priorities. Do they need a CEO to drive M&A, hit revenue targets, or expand globally?<br /><br /> DDI now defines the DNA of the candidate who are agile, take risks, and create benchmark roles<br /><br />DDI now scouts for leaders who have the basket of capabilities to lead the organisation from the front<br /><br />The candidate would have thorough knowledge of the business, its key differentiators, drivers, cultural shifts<br /></p>
