When Resources are Low and Aspirations are High is When Innovations Take Place

 The clips below illustrate the need for Strategic Leadership in business and the Indian one that the minimization of the Resource Intensity of a society is at the core of its success, recognising its importance is the first step to liberating the ingenuity that will drive innovation in this direction.

India has tremendous problems but also has an increasingly better educated, English speaking population and the situation could, and it can be argued ,will arise where, as I stated in 2005  

This Century, assuming no doomsday, we will enter a more sustainable world, but the western democracies will probably have a far lower quality of life, even lower than a more equitable share of current resources would indicate.” sustainability-and-the-energy-gap2005


India needs moral leadership

PANAJI: It is moral leadership along with economic strength and technological vitality that will help India achieve its aspirations, Dr C K Prahalad, one of the foremost business thinkers of our times, told management students on Saturday at Dona Paula.

Dr Prahalad, professor, Ross School of Business, United States and elected as the most influential living management thinker by Thinkers 50 of Times of Londonand Suntop Media, was speaking as part of a lecture series organised by the Goa Institute of Management (GIM).

Speaking on the theme ‘Global Restructuring of Industries. Is there an India Advantage?’, the internationally known management guru said that India being home to one of the youngest populations of the world has vast potential. “If we have the collective aspiration, by 2022 we can have the world’s largest pool of trained manpower. We will have 200 million college graduates, 500 million trained skilled workforce and the highest universal literacy.”

Further, he said that when resources are low and aspirations are high is when innovations take place and not when the condition is the other way round. “Constraints create opportunity for creation of innovation,” said Dr Prahalad. However, he stressed that none of it is attainable without a moral leadership.

Dr Prahalad said that the world needs a new moral voice which India can provide as a country since, universality and inclusiveness is practiced with its wide variety of cultures, languages and religions. Earlier, addressing reporters, he said that there is a probability of restructuring of all industries like information technology, healthcare, manufacturing etc adding that the pharmaceutical industry is already going through this restructuring. He also said that there will be more fragmentation of industries in the future. But whether India has an opportunity in the global restructuring is a question mark but restructuring will take place with or without India, he added.

Dr Prahlad, said although India is affected by the economic slowdown, it should deal with it expeditiously and how fast it handles is important. “It is time to prove this country has the courage to set it right. India has to focus on how to create a massive global market. It has the potential, cash, infrastructure but the real problem is pushing domestic economy to grow faster.”

Continues http://timesofindia.indiatimes.com/Goa/India_needs_moral_leadership_Prahalad/articleshow/3961635.cms


Effective leadership requires a sharp nose, the western perspective http://www.thetimes.co.za/Careers/Article.aspx?id=914941

……………………………..Then we asked: “What do you look for and admire in a colleague?” The No 1 requirement of a leader — honesty — was also the top- ranking attribute of a good colleague. But the second- highest requirement of a leader, that he or she be forward-looking, applied only to the leader role. Just 27% of respondents selected it as something they wanted in a colleague, whereas 72% wanted it in a leader.

This points to a huge challenge for the rising executive: The trait that most separates the leaders from individual contributors is something that they haven’t had to demonstrate in prior roles. So how do new leaders develop this forward-looking capacity? First, they must resolve to carve out time from urgent but endless operational matters. But even more important, leaders must not put too much stock in their own prescience. Many leaders have reached the unfortunate conclusion that they, as individuals, must be visionaries. This is not what constituents want.

Leaders must ask: “What’s new? What’s next? What’s better?” but they can’t present answers that are only theirs. Constituents want visions of the future that reflect their own aspirations. — © (2009) The New York Times News Service


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