:: Lt Gen Arjun Ray (Retd) ::

Transformational Leadership

Introduction

Change is not a popular concept because of our status quomentality and absence of a strategic culture. Therefore, success in economic reforms and in assuming leadership in the South Asia region will depend heavily on the how Indians react to change.

The SP Jain Institute of Management and Research, Mumbai, has been sponsored by BASF to prepare a case study on Lt Gen (Retd) Arjun Ray as a Change Leader. This case study will be disseminated to all business schools in the world.

Challenges in Change Leadership

There is nothing constant in the Information Age. Chaos, uncertainty, change and competition are natural in the Information sector. Hence only the best, the smartest and the fastest will survive in tomorrow's world.

Time will always be at a premium. Life today in the fast lane is like a one-day cricket match. Change Leaders do not have all the time in the world. Their concept of time has to be linear.

Our education system on the whole is flawed. We produce more managers and service providers than leaders. Example: Microsoft work force is made up of about 30 % Indians but India still has to develop original software.

Vision

	Only a leader who wants to make a difference has a vision.

	More initiative than structure is required.

	Something must trigger a vision - events, an experience or some suffering.

	Leadership is a lonely experience. Initially, the Change Leader must be prepared to walk alone.

The most fundamental drive in a Change Leader arises from his desire to make a difference - to humans, to communities, to an organization or to a country.

Challenges for Change Leaders

	Re-education of one's organization is necessary. Our worst enemy resides' within us. There will always be the 'decisive battle'.

	Sustainability in reforms is always arduous. 'Institutionalization' although desirable is not easy in the Indian context.

	Given the uncertain high-speed changes in society, 'perfect' plans maybe an anachronism.

	Criticism and 'tactical set backs' are common phenomena. But 'winning the war' is more important.

	Managing change is essential for success in the 21st century. Change must be surgical in nature.

Competencies of a Change Leader

	A leader is a visionary.

	A leader is not a manager.

	He is a person of ideas and action.

	A leader has a strategic perspective.

	He is a good citizen and

	A leader is a marginal person.

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Chief Executive and Managing Director
Indus Trust,
Billapura Cross, Sarjapura,
Bangalore 562125

E: arjunray1344@gmail.com
P: 080 - 22895901

"Greater energy and greater passion is more extraordinary than greater genius."

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