There is an emerging consensus that in the next 10 to 15 years, as multiple technologies converge, as digitization further elevates the “value of information” and in turn as new business models are born, most if not all industries will experience “tectonic” phase shifts changing the fundamental DNA of industries. In the next 5 to 10 years, particularly those industries that are at the epi-center of such a “historic phase shift” will require higher level of leadership expression to lead and respond to the changes at multiple levels of their decision-making and operational hierarchy.
Partha Ghosh believes that “in the evolving turbulent dynamics, future leaders must be able to inspire and influence outcomes not necessarily because of the titles that are handed to them, but on the basis of their inner power that will enable the codes of conduct,values and ethics, moral and civic sense, and above all strategic & operational problem solving spirit and performance benchmarks, which are truly competitive, which people worldwide could trust, and benefit from at all the echelons of the organization”.
Time has come when we should pause to understand the possibilities we are faced with and repurpose our ethics of thinking, re-examine ways we structure and make choices so that we will be in a better harmony with the forces at work in the global economic environment. It is Partha Ghosh’s strong conviction that society as whole needs “Higher Level Expression of Leadership” and such qualities have to nurtured and developed early.
Indeed industry will need to think strategically with uncompromising long-term commitment in developing future leaders who could innovate and adopt new management and organizational models that will allow them to embrace higher levels of complexity and technological risks while dealing with increased competition and enhanced geo-economic and geo-political uncertainties.
It is Partha Ghosh’s firm conviction, that the current leaderships of organizations must dedicate significant amount of their time and corporate resources to cultivate a leadership culture to ensure everyone in an organization feels genuinely responsible for the domain of their influence – from the immediate areas of interest to widely accepted precept of protecting the natural environment and then extending the responsibility framework to include societal obligations as well, in the process making the organization a perfect expression of global citizenry.
In the emerging environment, for an executive to express and utilize his/her innate leadership qualities, the individual must go through a process of self-realization (know thy self) in the context of his/her emerging work and decision-making environment, and the vision of the nature of leader he/she wishes to be, in becoming more effective.
Partha Ghosh was very well accepted by the Turkish leadership across academia, industry and government as well as different echelons of society. He was always at ease with all of us and we respect his as a true global citizen and modern Renaissance man with a wide range of interests.
It is important to realize that an executive’s ability to influence outcomes is determined by how he/she naturally harmonizes three sources of innate power – (i) Power of Intellect (ii) Power of Interconnectivity (iii) Power of Intuition; in turn the basic model works toward creating in an executive what we term “radiance/glow of leadership”. When these three powers (as illustrated in the figure below) are fully synchronized toward a higher-level purpose in an executive’s work and decision-making environment, the individual’s leadership expression becomes natural, more visible, more trust worthy, - in turn more inspiring and decisive in the domain of his/her influence.
It is important that senior management of companies, instead of just having leadership workshops on the conventional qualities such as visioning, decision making, communication etc., first become conscious of how they could instill a leadership process that truly focuses on the development of the three powers within through customized exercises - such as self reflection, systems thinking, creative and intuitive problem solving.
As the Chairman of my company, I have the opportunity to meet great leaders – CEOs, Chairmen of Fortune 100 companies; Partha Ghosh in terms of his personality, thought leadership and knowledge will tower as one of the more distinguished personalities among them.
- Chairman of a Large European Conglomerate
Indeed as the 3PIs are introduced in a well programmed fashion, organizations could sense: (i) how inner strengths and intutive capacity of the leaders are being expressed, and at the limit “tested” and measured (ii) how intellectual/thought leadership is making a difference in guiding problem solving in achieving superior results, and (iii) how interconnectivity is securing transparent and natural ways to establish “trust” based links internally between the different parts of the company and externally with clients, suppliers and communities.
Leaderships of organizations must realize that they have to manage two essential fronts to develop future leaders: (i) Content of what will constitute and define tomorrow’s leaders that will be very different from what defined their own leadership persona and (ii) Acceleration of the speed at which the number (as a percent of total employees) of leaders that will need to be developed.
In a joint book Partha Ghosh contributed to the Trillion Dollar Resourcing Network which became the basis of new business models like Ebay.com and Amazon.com.