The New Manager

Leaders in the making

th
35 National Management Convention
Theme Paper
 4
Paper authored by
6
Manish Agarwal, with
inputs from Parag
Saigaonkar and Chris
Gentle. The following
also contributed to the
8
paper:
Ishika Aggarwal
Ashwin Assomull
Sandeep Chandola
Srinivasan Komanduri
Arsh Maini
Anupriya Nayyar 11
15
Satish Raghvendra
Shobha Ramaswamy
Arvind Vijh
Sameer Wadhwa

Contents
Executive Summary 2

Introduction 4

The Indian Manager Pre-liberalization 6

Forces Shaping The Indian Manager Post-liberalization 8

Characteristics Of The Indian Manager Post-liberalization 11

Future Indian Manager Challenges Ahead 15

A Case Study - Deloitte India Initiatives 18

Conclusion 20
 The New Manager

Executive Summary
India is at the cusp of significant
economic changes which have and
will continue to present both
opportunities and challenges. The
"New Indian Manager" will need to
scale up and broaden competencies
and skills as the globalization and
competitiveness of Indian business
continues. In our view, there are six
key characteristics of the new Indian
manager that will require significant
scaling in months and years to come
in order to keep pace with the
changing business needs.

They are as follows:

a) Ability to continuously learn and

be an ambitious manager

b) Ability to work in teams

c) Ability to operate with a global

outlook in the new economic
context

d) Ability to innovate

e) Ability to emphasize on
productivity and efficiency

f) Ability to manage a diverse set

of stakeholders

The new talent management model

will need a shift in outlook where
the paradigm of “scarcity of jobs”
will yield to the new paradigm,
which is “scarcity of talent”. While
this trend has started, there is still
much more to come. This shift will
require companies to align their
talent management models in a way
that accommodates the demands of

2
The New Manager

the new generation, for example, flexibility in the way

they operate, structuring work in a way that aligns to
individual interests and capabilities. The performance
measurement for this workforce will be driven by value
addition and innovation rather than just productivity and
efficiency.

This paper sets the context in which the new Indian

manager is operating. It traces the paradigm shift that
occurred in 1991 as a discontinuity resulting from the
national agenda of reforms. It delves into the
implications of the upward trend of India's cross border
mergers and acquisitions (M&A) that has grown at a
CAGR of 75% from 2000 to 20071. It examines the forces
impacting the Indian manager post liberalization and the
emerging skills, talents and characteristics of the new
manager. It then takes a forward looking view of what
competencies will be required to continue to attract,
retain and develop such talent.

While the needs of business have evolved, the needs of

the new talent landscape are also shifting. Companies
are struggling to win the “war for talent”. Management
is coming to realize that the Baby Boomers, Generations
X and Y have indeed very different needs and ambitions.

Deloitte India is pioneering talent management concepts

that in parallel are preparing managers to be successful
in this new paradigm while at the same time designing
career models that support the diverse needs of the
current talent pool. This paper concludes by highlighting
some of these initiatives.

1
India Brand Equity Foundation

3
 The New Manager

Introduction
The Indian economy has seen a shift from an agrarian to manufactured or serviced in different parts of the globe
a manufacturing and a services base. in a way which optimizes the cost and quality of goods
and services. For instance, Dell manufactures a PC with
In the old manufacturing economy the value proposition
components made in Taiwan, assembled in Malaysia and
of the firm was embedded largely in the capital outlay,
sold in the US. A credit card transaction which originated
ability to maneuver around regulation, political
in the US is processed through a global network in India
connections, utilization of physical assets and effective
with a customer service component manufactured in
cost control. The new economy of today thrives on a
Manila. Culturally, companies that operate in a
different set of variables like intellectual property, brand,
transnational environment will build working conditions
reputation, customer relationships, and service/product
under which people from all nationalities feel that they
differentiation. In the old economy, the employer needed
have an equitable stake in the corporation. As economics
to find a compelling reason to hire a manager. In the
is increasingly driving politics, the notion of a nation
new economy, the manager needs to find a compelling
state is receding, allowing for economic integration as
value proposition from the firm to accept an offer.
witnessed in EU formation and other trading
Globally, the world has changed, impacting business. arrangements across the globe from ASEAN to NAFTA.
Many large companies are no longer national as their
Mergers and acquisitions have seen a rapid increase over
supply chains operate globally with components getting
the last 20 years and this trend is likely to accelerate

4
The New Manager

further. The trend of Indian companies making overseas

acquisitions has accelerated and we are seeing deals of a
billion US dollars or larger in industries as diverse as
automotive, steel and tea. Indian outbound deals (Indian
companies acquiring companies outside India), which
were valued at US$ 0.7 billion in 2000, increased to
US$ 4.3 billion in 2005, and further crossed US$ 35
billion-mark in 20072. Investments have been made in
various sectors including metals, pharmaceuticals,
industrial goods, automotive components, beverages,
energy, mobile communications, software and financial
services. Pharmaceuticals, IT and energy have been the
most prominent ones among these. Indian IT companies
like Tata Consultancy, Infosys Technologies, Wipro and
Satyam have been buying smaller IT service outfits in
Europe, Latin America, and Asia to gain global customers
and reduce the reliance on the U.S. market. Kotak
Mahindra estimates that Indian companies have US $300-
350 billion available for acquisitions.

In terms of talent, earlier a manager would expect to get

a job in one company and would tend to work at that
company until retirement. Today there is a high
probability of the company getting bought or sold many
times over during his working life. Beyond the changing
ownership of companies, young talent has difficulty
seeing a career beyond a few years. This makes retention
and development increasingly difficult. Managers need
to become motivators, psychologists and mentors while
at the same time drive business results.

The manager has to adapt to different types of

management styles and employee expectations as a
result of such mergers or acquisitions and generational
expectations, and operate in a context that is not bound
by national borders. 2
Source: India Brand Equity Foundation

5
 The New Manager

The Indian manager

pre-liberalization
The transition of the Indian economy
from a 'command and control' to a
market driven economy, has created
a need for managers with
capabilities and expectations not
known in India from 1947 to the late
eighties. In the regulated economy
there was less need of management
as we understand management
today. In the private sector, the
requirement was more to operate
through a complex set of “non-value
added” rules, handle recalcitrant
labor unions affiliated to political
parties and execute instructions as
handed down the hierarchy of the
organization. This often meant that
the manager was not part of the
decision making process, his only
responsibility was to execute and
operationalize.

Some examples of these restrictions

included:

a) The quantity of production an

enterprise could undertake was
limited. Enterprises were licensed
the maximum production they
could undertake. Even if demand
surged, the enterprise could not
expand capacity or production
until regulatory approvals were
taken. These approvals were
cumbersome and time
consuming.

6
The New Manager

b) Imports were severely restricted competitiveness of the organization.

due to foreign exchange
There were exceptions, such as the
constraints and an underlying
Indian space program, the nuclear
government mandate that India
program and the missile
needed to be an import-free
development program, which
economy. This permeated to the
operated under technology denial
extent that even travel abroad
regimes and were yet able to achieve
for senior managers required
reasonable results. Innovation in
cumbersome approvals to get
these areas came primarily because
foreign exchange. Import
they were largely left untouched by
barriers were also built in the
bureaucratic rules.
form of high tariffs and duties on
imports. In essence, behaving Since a lot of effort was spent
globally was shunned. navigating through regulatory
requirements, managers had little
c) Labor laws became barriers to
time to focus on innovation. The
labor exit which meant
creativity of the manager was
enterprises could hire people but
focused on managing the external
not fire them. This also acted as a
environment and essentially
barrier for entrepreneurs and
supervising employees.
capital to move from one
industry to another. Further, it There were limited opportunities to
emboldened the labor unions interact with people outside India. In
which were very powerful and addition, telecommunications
could bring production to a services, which were government
standstill. A large part of owned and had no competition,
managerial time went into were very expensive. This
managing industrial relations. encouraged centralized decision
Also, employees essentially making.
became employees for life.

After Independence, one of the

priorities that the government set for
the public sector was to generate
employment, which impacted
productivity, innovation and
efficiency. The incentive structure in
public enterprises was such that
there was inadequate reward for
enhancing efficiency, productivity or

7

Forces shaping the
Indian manager
post-liberalization
Post 1991, the Indian manager was
impacted by considerable changes in
the Indian economy and business
environment:
a) Reforms
The government attempted to
open up the regulatory
environment in a way which
forced enterprises to become
more competitive, albeit
establishing a roadmap and
timelines for their
competitiveness to improve
gradually. Ironically, one of the
biggest beneficiaries of reforms
was the public sector itself.
Managerial creativity was
unleashed on many public
enterprises and they were able
to (some would say 'forced to')
compete head on with private
companies. BSNL and MTNL, for
example, reflected that trend as
they competed with other
players both domestic and
multinationals. In the fledgling
private sector insurance industry,
managerial talent was drawn
from the large and established
The New Manager
public sector players like LIC and
GIC. Key talent from these public
enterprises was hired by
multinationals that set up shops
in India. The same managers
now had to operate in
completely different
environments.
b) Entry of Multinational
Corporations (MNCs)
Reforms were also designed to
attract foreign direct and
indirect investment in the Indian
8
The New Manager

economy. This led to entry of a
host of multinational
corporations into India which
brought in capital, technology,
management structures and
styles which rewarded
innovation, productivity and
efficiency. New management
concepts introduced and
practiced by these MNCs also
spawned a new breed of Indian
managers.
c) Emergence of Information
Technology
India started becoming a hub for
IT and IT enabled services (ITES)
from the late 1980s. Companies
such as Infosys, TCS and Wipro
became household names and
made a lot of investors very
wealthy. This had a profound
effect on the Indian manager in
many ways.
western counterparts and centers which provided IT or
learned new management ITES work to their US parent.
techniques and styles which These multinationals
placed a premium on brought in western style
individual competence, management and the need
project management, people to network with people
skills and teaming. round the globe across time
zones. Also, a lot of Indian
This trend was further
managers traveled or
enhanced by a pool of
worked in the US parent to
Indians who had emigrated
understand their culture,
to the US ten to fifteen years
management style and
earlier and were now
values which were then
associated with US
adopted back in India.
companies outsourcing their
IT contracts to Indian
vendors. Some of these
people came back to India to
handle projects for their
parent US companies by
starting Indian captive

i. Global customers
Customers for such service
providers were usually from
the US or Europe and
insisted on higher quality
corporate governance in
order to minimize their
vendor risk. They also
pushed vendors to develop
governance structures and
project management
techniques to monitor
project progress. Thus Indian
managers in the IT space
were exposed to their

9

ii. Emergence of global
Indian vendors in the
IT/ITES space
As Indian service providers
grew in scale and size, the
need for superior
management structures and
skills to manage the size and
complexity of enterprise-
wide projects became
increasingly important.
Indian service providers
started making significant
investments in training their
d) Emergence of large Indian
managers and exposing
them to diverse
environments.
iii. Global mobility of Indian
managers
While the WTO agreements
facilitated the movement of
goods and services, it did not
provide for easy movement
of labor. Despite this, the
skill shortages in the IT space
in the West enabled
movement of management
professionals to the US and
Europe. The MNCs operating
in India found an abundance
of low-cost and high quality
labor in their Indian divisions
which after relevant
grooming were ready to
take up responsibilities of
their operations overseas.
This enabled the creation of
a pool of Indian managers
who had a global outlook
and experience of operating
in multiple geographic
markets. The same logic was
applied by Indian IT
companies serving
US/European clients. They
created a pool of Indian
managers who had served
overseas in areas like
customer relationship
management, sales and
onshore project
management.
e) Influence of technology
market and Indian
companies achieving
global scale
The large Indian domestic
market attracted global
companies and enabled some
Indian companies to achieve
global scale. Large Indian
companies across many
industries including the
automotive, airline, banking,
telecoms and insurance sectors,
often brought in global talent to
run their operations at senior
levels. A lot of these Indian
companies were buying
technology and designs from
other parts of the world and had
a clear need for their managers
to absorb the new inputs. This
required that managers had to
adapt to work with their global
counterparts across time zones
and cultures. Many of the global
companies that were catering to
The New Manager
the domestic market brought in
their expatriate managers to
transplant their technology,
processes and culture to Indian
operations.
As Indian companies grew and
their structures became more
complex, they felt the need of
making significant enhancement
in the investment they made in
training and developing their
managers.
and communication
The decade of the 1990s and the
new century saw significant
advances in the way people
connected with one another. The
internet became more accessible,
telecommunication costs fell
significantly and video
conferencing connected people
as never before. This had a
significant impact on the way
managers collaborated. This
made interaction across the
organization easier; reducing
cycle time for product
development, new launches and
project execution. The phrase
follow the sun became a reality.
This required the manager to
scale up faster and essentially
operate from any part of the
world. The Global Delivery
Model was born.
10
The New Manager

Characteristics of
the Indian manager
post-liberalization
Managers Pre-liberalization Managers Post-liberalization
• Knowledge of rules, regulations and • Global outlook
bureaucracy
• Manages innovation and efficiency
• Ability to work in hierarchical environments
• Seeks empowerment
• Need to manage unions on one hand and
• Collaborates across hierarchies, works laterally
bureaucracy on the other
• Impatient with bureaucracy
• Little incentive for innovation, efficiency
enhancement • Expects to be rewarded for outcomes vs. inputs

• Little appetite for risk • Motivator and mentor

• National focus. Little visibility to the outside

world

• Silo focused

a) Continuous learning and the
ambitious manager
For the first time in the country's
modern economic history, there
is a situation where the demand
and opportunities for Indian
managers are more than the
supply - at least for those who
are able to operate in a new
global context. This imbalance is
driving companies to invest in
training of their managers to
handle more complex roles.
Companies are able to show an
upward career movement to
managers as they enhance their
skills and competencies. The new
Indian manager is displaying the
fire to learn and upscale his skills
in order to stake a claim to
higher level roles. Given the
opportunities in the country, the
new manager is also less
accommodating of the
company's inability to
enhance responsibility and
increasingly becomes more
impatient. At times this is
putting unreasonable pressure
on leadership to manage such
expectations.
There is a trend of people

11

building competencies and
expertise in roles that do not
necessarily supplement their
educational background. This
was first visible when the
shortage of IT skills forced IT
companies to look for students
from disciplines other than
b) Teaming and collaboration
computer science or electrical
engineering. Today Indian IT
companies have a large reservoir
of talent in the core IT function
which is drawn from engineering
disciplines like mining, textile,
metallurgy, mechanical
engineering, etc. More recently
these companies have extended
their recruitment to include
those from other fields. For
example, in the ITES sector there
are companies which have
created a pool of hotel
management graduates who are
working in the customer service
function in contact centers. In
these cases the only
complementary skill is customer
service orientation acquired in
the hotel management business.
The Indian manager is making a
transition from an individual
performance based management
system to a system which
rewards and recognizes the
ability to team with colleagues
across the globe. The result of
this teamwork is a pooling of
diverse ideas and resources
which adds higher value to the
organization. In addition,
several recent studies have
supported the idea that clients
are looking for increasingly
The New Manager
diverse working teams because
they feel that the solutions
provided by homogenous teams
are likely to be less optimal.
The ability to be inclusive is a key
competency for the modern
manager. The new manager
works in a context of diversity -
diversity of geographies,
cultures, specializations, socio-
economic context, working with
alliance partners, etc.
Teaming across cultures and time
zones is being driven by the
following factors:
i. India's export
competitiveness in many
sectors has gone up
significantly. This has created
a pool of foreign clients who
operate in different time
12
The New Manager
zones and cultures.
ii. Relaxing import constraints
has meant greater level of
import by India of
technology, skills, services
and commodities which
therefore fosters the need to
work with these vendors.
The trend is visible across
companies and industries.
iii. Increasingly companies are
sourcing globally, requiring
managers to deal with
suppliers from across the
world.
iv. Indian companies themselves
are suppliers of goods,
services and talent to
organizations around the
world.
v. A large number of
companies today are truly
transnational. It would be
difficult to identify them as
belonging to one country.
c) Global Outlook
In the earlier section we looked
at the global mobility of Indian
managers. The important point
to note is that this mobility also
brings a global outlook in the
mindset at home. Companies
and the new Indian manager are
looking for best in class ideas
and expect to be benchmarked
13
against global best practices. For critical. There are numerous
example, when companies look examples of such innovation,
for technology, the arena for some of which are outlined
scanning for new technology is below:
global. Similarly, when looking
i. Supply of power is a huge
for talent, again the hunt is
constraint in the Indian
global. Indian companies are
economy. The cement and
increasingly taking pride in their
iron and steel industry are
multicultural workforce where
huge guzzlers of power.
they hire from world class
There has been a noticeable
universities and place them in
trend of reduction in power
India. India is also becoming a
consumption in these
destination for graduates from
industries from 1995-2006 at
leading campuses. It is
a rate of 7.5% per annum
interesting to note that some of
per unit of cement produced.
the graduates at leading US
The corresponding figure for
universities are willing to
iron and steel is 3.5% per
relocate to India at a salary much
unit of steel produced3.
less than what they possibly
Indian managers have driven
could earn in the US, just to get
innovation to get these
the “India experience” on their
results.
resumes. Consequently,
managers in India are getting a ii. Transport is a major
chance to work with foreign bottleneck in India due to
colleagues not only when they poor quality of roads, lack of
leave India's borders but also connectivity and high energy
within India itself. costs. Cement plants are
usually located closer to raw
d) Innovation
material sources, limestone
The Indian manager is operating
mines, but then
in an environment which
transportation costs
increasingly rewards business
substantially increase
results versus inputs such as
because the markets are far
“hours worked”. We have all
from the raw material
read about and/or experienced
sources. Ambuja Cement got
the infrastructure issues facing
around the problem by
India. In such an economy, the
designing “split plants”. The
need to innovate is even more
initial stages of processing,
 The New Manager

which reduce the weight of vary from global investors, the

the material to be
transported, are completed
at plants located closer to
the mines. The lightweight
material is then sent to
grinding and packing plants
that are located closer to the
market, significantly
reducing transportation costs
and improving
responsiveness to customers.
Managers therefore need to
coordinate across
geographies even in India to
help companies remain
competitive.
community, suppliers, customers,
regulators, etc. Hence,
companies have to manage
varied and at times conflicting
expectations. For example, some
customers today expect
organizations to be 'green'; the
community expects equitable
social development and
corporate social responsibility;
the investors expect good
corporate governance. Managers
today are expected to deliver on
these diverse set of expectations.

e) Emphasis on productivity and

efficiency
The new Indian manager is
focusing on enhancing the
productivity and efficiency of his
area of work by better
leveraging IT and other
resources. The performance
benchmarks are evolving as the
new Indian manager increasingly
needs to bring a sharper focus on
either revenue drivers or cost
drivers of the firm. Meritocracy
has also taken off and rewards
are increasingly aligned to
delivering tangible results.

f) Managing a diverse set of 3

Source: India: Assessing Energy Security
stakeholders
and Climate Change, Ministry of
Today, stakeholders in companies Environment & Forests, Ministry of Power,
Bureau of Energy Efficiency, Government
of India, 2007.

14
The New Manager
Future Indian Manager
The challenges ahead
With the growing talent gap in the Western
world, Indian managers will continue to be
targeted to take on more and more high
value roles.
The future Indian manager is in a sense a “consumer of
work experience” and will continue to adapt to the
emerging characteristics demanded of the Indian
manager as identified in the previous section. With the
growing talent gap in the Western world, Indian
managers will continue to be targeted to take on more
and more high value roles. The underlying challenge for
the future manager will be to step up to the
requirements of the new Indian economy while at the
same time maintaining a healthy work life balance. Some
of the challenges that the new manager will face are:
a) Enhanced requirement for global outlook
and mobility
We have seen how globalization of Indian business
has developed a cadre of managers with global
ii. Acquisitions overseas by Indian companies
outlook and experience. This requirement will now
be more intense and widespread driven by the
following factors:
i. Integration with the global economy
As the Indian economy integrates with the
global economy, the barriers to movement of
15
people across geographies will reduce.
Demographics favor movement of labor from
India to the rest of the world. India with its
intellectual capital and young and vibrant
workforce will be able to export talent to the
rest of the world. In the years to come, US,
Europe and Japan are going to see an ageing
population and a reduction in available talent
and workforce. There is an estimated gap of 6
million professionals between the supply and
demand of knowledge workers in the US in the
next 5 years. There is already an increasing
recognition of the quality of Indian managers
and there is every chance of this trend
accelerating further.
As large Indian companies seek enhanced scale
and capabilities, they will acquire more
companies abroad. Once new companies are
acquired in other countries, many Indian
managers will have opportunities to be a part of
the management team of such companies. These
 The New Manager

opportunities will be available to professionals
who have exposure to those businesses and
geographies.
iii. India becoming a hub of innovation
If India is able to become the center of gravity
for global innovation and creativity in several key
sectors, it will invite a kind of reverse brain drain
wherein some of the best global talent may want
to make India a career choice. We are already
seeing some global talent willing to relocate to
India to get experience here. Increasingly there is
a trend of the non-resident Indian returning to
India.
iv. Foreign Direct Investment (FDI) in India
As more global companies outside the US and
Europe invest in India there will be a two way
flow of people leading to exchange of ideas and
outlook. The next wave of FDI will come in from
the cash rich Middle East which will seek to
invest in India. In addition, companies from
China and Southeast Asia will seek to capitalize
on the large Indian domestic market by selling
products and services to cater to the domestic
Indian market.
will make them demand a healthy balance between
their professional interests and personal goals.
Hence corporate alignment to work life balance and
accommodating special needs of talent will become
an increasingly important priority for companies in
retaining and developing the Indian manager.
Increasingly, we see a shift in power between the
organization and the employee. As an employee's
negotiating power goes up, we will see him
demanding greater flexibility. Companies and
managers must learn to deal with this. Organizations
will respond differently to these needs. In some cases
companies may respond to the need by devising
creative contractual obligations which will enable it
to accommodate such requests without losing
financially or otherwise.

b) Need and demand for work life balance

The “New” Indian Manager is an ambitious lot
willing to go the extra mile to gain career mileage.
However, as they grow in their careers and as their
family expands, many may trade the pace of career
advancement with other interests. With increasing
prosperity some may trade work with more leisure
time for themselves. Already there are instances of
people moving out of competitive careers to pursue
careers which align with social responsibility. This

16
The New Manager

c) Movement of labor from the public sector network of resources in the following ways:
Traditionally, the public sector in India has attracted
i. Engagement with leadership
and developed some high quality talent in basic
The new manager will try to engage with the
industries and in the Government. The Indian Armed
leadership to understand their perspectives and
forces, Indian Administrative Service, Defense
the path the company is taking and where he or
Research Development Organization, Atomic Energy
she will fit into the scheme of things. This
Commission, Indian Space Research Organization,
engagement will also solicit new ideas and
leading technical and management universities have
thoughts which the leadership may have
attracted some of the brightest talent available in
developed or is being exposed to. It will serve as
the country. While these organizations are
a conduit of ideas from the manager to the
remodeling themselves in order to attract and retain
leadership.
talent, the pace is not fast enough compared to the
opportunities being presented by the private sector. ii) Connecting with other talent in the
This is leading to an increasing challenge in
company
attracting fresh talent and the migration of current
In the overall scheme of networking, the new
talent to the private sector.
manager will seek to establish connection with
There are more and more instances of IAS officers his or her peers in the talent matrix of the
resigning from service to join the private sector in organization. This will enable the manager to
industries as diverse as real estate and banking. This develop new opportunities of innovation
trend started by retired officers joining the private through exchange of ideas and good practices in
sector. This is also being observed in the case of other parts of the organization.
officers from the armed forces; though they are
bound by stricter rules which act as a barrier to exit.
Some government owned institutions of engineering
and management are also finding it difficult to
attract fresh talent due to opportunities in the
private sector. Even existing faculty in some cases are
choosing to join the private sector.

d) Enhanced focus on developing and

harnessing networks
Changes in methods of communication including the
internet, telecom and ease of travel have spurred
managers across the globe to network and
collaborate. The new Indian manager will be part of
this trend and will need to enhance his or her

17

A case study-
Deloitte India Initiatives
Deloitte India7 has been cognizant of the rapid changes
in the Indian talent market and has moved to align its
corporate outlook, programs and culture to meet the
challenge of attracting and retaining the right kind of
talent it will continue to need in India and abroad. Some
of the initiatives in this direction are outlined below:
a) Mass Career Customization (MCC)™
MCC is a significant initiative being undertaken by
the firm to promote the notion that “one career
model does not fit all”. The pioneering thinking has
been captured in a best selling book co-authored by
Cathy Benko, Deloitte's Chief Talent Officer in the US.
This program is rooted in the belief that individuals
need individualized career choices and the
parameters in which people can choose to either
“dial up” or “dial down” including the pace of work,
workload, location/schedule and roles in the
organization.
To attract, develop and retain managers in the
future, we believe that organizations will need to
provide career options to its employees which can be
customized.
b) Career growth options
Deloitte India is working to identify opportunities for
managers to grow in terms of their skill set and
responsibility by exposing them to different
functions and work areas by providing transfer
opportunities. We have designed processes and
procedures which enable continuous dialogue
between individuals and counselors to identify and
map opportunities.
The underlying working model relies on close
integration with colleagues around the globe
wherein Indian managers remotely collaborate with
The New Manager
their global colleagues on a day to day basis and also
have opportunities to work in other countries.
c) Learning and development
Deloitte India makes extensive investments in the
learning and development process of its employees
mandating certain hours in a year which are devoted
exclusively to formal learning programs. The
programs are not limited to developing technical
skills but increasingly include essential soft skills like
communications, teamwork etc. A unique concept
developed in a couple of our offices is a
Communication Gym, where a personal trainer gives
inputs to improve an employee's communication
skills.
d) Networking and collaboration
The organization has facilitated networking of its
employees by developing a robust Intranet along the
lines of Facebook, called DStreet, which enables
people to connect with one another. The program
has been taken a step further by connecting not only
people to people but people to content through its
knowledge management initiative.
e) Corporate Social Responsibility
The organization facilitates the needs of its
workforce to connect on social issues. It provides a
framework for its people to engage in various social
programs designed to help the community. It
allocates a day for every employee every year to
work in the community that they operate in by way
of greening, teaching under-privileged children,
improving sanitation, etc.
18
The New Manager

19
 The New Manager

Conclusion
The dynamics shaping the "New Indian Manager"
changed significantly as India embraced the reform
process in 1991 to ignite the latent potential of the
Indian economy. By and large, these forces have helped
the Indian Manager to develop their competencies and a
global outlook unleashing a wave of creativity and
innovation in the domestic industry. It would be
important to watch how the manager's skill set broadens
on softer skills as the competence on the core domain
enhances.

Also, to what extent will India be able to enhance the

competence level of its young population to make them
employable as this is a challenge that Indian policy
makers will have to deal with in the years to come. Add
to this the varying aspirations of the Generation Y, who is
storming onto the stage looking for different goals than
it's earlier generations. For those who are already on the
right side of digital educational and skill divide the
possibility of creating excellence and making a difference
is unlimited; however, organizations must note that the
recipes of the past are unlikely to work going forward.

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The New Manager

ALL INDIA MANAGEMENT ASSOCIATION

Presents
th
AIMA 35 National Management Convention

“The New Manager”

30th September - 1st October, 2008
Mumbai

Thank You Sponsors

Principal Sponsor

in collaboration with Knowledge Partner

Bombay Management Association

21
 PARTNERS & SPONSORS

Principal Sponsor

in collaboration with Knowledge Partner

Bombay Management Association

Corporate Contributors
HOUSING DEVELOPMENT FINANCE CORPORATION LTD

Academic Partner Business School Partner Print Media Partner

Official Time Keeper Outreach Partner Official Management

Portal

Official Writing Online Partner

Instruments
Disclaimer
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© 2008 Deloitte & Touche Consulting India Pvt Ltd