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Leadership Examples in IT industry in India

He never let success overwhelm him and constantly learnt from his allures and built an empire which does not need an introduction. He never stopped leaning and is the best example of humility in the software industry. He always striver to find better ways to innovate and treated excellence as Journey rather than destiny. He evaluates with calm mind and does whatever is the most appropriate. At an age when most of the businessmen would retire and live a peaceful life away from stress, he is still active and inspires his employees to not only work but also enjoy the entire process.

He is an idol for today’s generation and an epitome who shows us on how to live life without compromising on our core values. HIS desire to stretch and achieve which seem beyond one’s grasp Is the most Inspiring characteristic. HIS down to earth nature Is voluble from his charities. Andean Millennial is considered among the most successful business leaders from India. He has several accolades and awards to his name which are proofs of his tremendously rich leadership in fostering Informs first and now the AID. Andean Millennial was born in Bangor, Karate on June 2, 1955 as the younger son of Durra and Moan Raw Millennial.

He grew up as a typical middle class child high on traditional and moral values. As a child, Millennial was extremely brilliant and had DOD leadership skills. He graduated from the Indian Institute of Technology, Iambi and Joined the Iambi based software firm Paten Computers where he came Into acquaintance with Mr.. N R Nary Murphy who later founded Informs Technologies with Andean and his associates. Founded Informs Technologies with his colleagues and a starting capital of $250 after three years with Patti.

Despite having considerably less experience, he moved to the US in 1981 handling the marketing and development effort for Informs. In 1987, he came back to India and in March 2002, he took over as the Chief Executive Officer of Informs Technologies. Millennial stressed in bringing about an excellence in execution within Informs. He transformed the business at Informs by division into verticals such as financial services, healthcare, hospitality, manufacturing, etc. Emphasizing on values such as timely completion of projects on budget, hiring of high quality employees, excellent training programmer and high client and employee satisfaction.

It was under his leadership that the global delivery model emerged as it is known today. Millennial recognized the global nature of Informs as it was emerging with a high number of employees and huge bio-diversity. Under his leadership, Informs was awarded several awards such as “Best Company to Work for” and “Indian’s Best Managed Company Award”. His entrepreneurial skills inspire the present generation to take all responsibilities head on and increase the hunger of success. ZAMIA PREEMIE 1 . Explain the personality of the leaders based on Big 5 model. Cite instances to support your view.

Big Five Model states that five basic dimensions underlie all others and encompass most of the significant variation in human personality. The following are the Big Five factors on which the personality of Zamia Preemie is evaluated against: The Big 5 personality traits are: (OCEAN) 1 . Openness to experience: (Openness to new ideas) Zamia Preemie has been very open to ideas and experiences. After the death of his Father in 1966, the 22-year old scion to the hydrogenated-oil manufacturing firm returned to manage the business and diversified the company into other areas such as lightning products, soaps, etc.

Also, the coming-up of Wiper as the leading IT Company was foreseen by Zamia Preemie. 2. Conscientiousness: (Show self-discipline and aim for achievement against & D service providers of the world. One of the popular Zamia Preemie anecdotes was hen he attended his first annual general meeting. A shareholder doubted Preemie’s ability to handle business at such a young age and publicly advised him to sell his shareholding and give it to a more mature management. This spurred Zamia Preemie and made him all the more determined to make Wiper a success story.

His conscientiousness can also be seen in the focused efforts the CARS initiatives that the “Zamia Preemie Foundation” undertakes. 3. Extroversion: (Energy creation from external means; gregariousness) Zamia Preemie is considered to be an introvert. He maintains a measured engagement with the media. This can also be discerned from the relatively less number of news articles on Zamia Preemie (about 3000). 4. Agreeableness: One of the most famous quotes by Zamia Preemie is “We must have faith in our own ideas even if everyone tells us that we are wrong. Also, he was one of the few corporate leaders in India who spoke out against the populist CARS measures taken by the Government of India. 5. Neurotics: (Tendency to experience negative emotions) Zamia Preemie’s ability to manage the business in the face of difficult situations is a proof of his emotional stability. Time and again, he has shown dedication to his work ND duties; even when faced with a grave personal loss (death of his Father). 2. What are the values of the organization or group the leaders represent? What are their personal values?

Substantiate your claims by evidence. Wiper had 3 Values as stated on its Website (Popularly known as SPIRIT OF WIPER): Intensity To Win: For Wiper It is not about winning at all costs, neither is it about winning every time, nor about winning at the expense of others. It is about working together to create a synergy; realizing that I win when my team wins, my team wins when Wiper wins, and Wiper wins when its customers win and when its stakeholders win. It is about innovating all the time. It is a continuous endeavor to do better than the last time.

It is the Spirit of fortitude, the Spirit of never letting go… Ever. This is evident from the product extension of Wiper in various fields possible from its flagship product of vegetable oil to lightning products, from Computer software to FMC product like soap. For this spirit of Play to win made Wiper achieve following: Wiper ranks 1 lath in the Business recognizes Wiper with the Wholesale Service Innovation Award 2013′ for their unique IT R Partnership Project. Wiper cited as a Leader in Sustainable Technology Services by Independent Analyst Firm.

Act with Sensitivity: At its highest vision, respect for the individual is unqualified. The core of this sensitivity lies in understanding that every being, however different, is equal. The spirit of democracy underlies our notion of sensitivity. It believes in true respect meaning creating conditions in which every individual grows to realize his/her promise and potential. As quoted on its website “We are responsible for, and have an obligation to live in harmony with, our ecological environment. We should actively act to preserve nature, and refrain from any action that harms ecology.

This Act with Sensitivity led them to bag the following awards: Wiper is the highest ranked gadget maker in Greenback’s latest green guide to electronics 2012. Ranked 2nd in the Workplace Diversity & Inclusively category in Indian’s Best Places to Work For Study -2012 conducted by Great Places to Work Institute. Unyielding Integrity: Integrity is a commitment to searching for and acting on the truth. “Truth” is a word with many manifestations – it means keeping one’s word; it also means understanding and realizing the highest vision of oneself. As quoted on website “l am the litmus test of my integrity.

For integrity is the manifestation of conscience. ” Wiper’s code of conduct for employees says it all: Don’t do anything that you’re unwilling to have published in tomorrow’s newspaper with your photograph next to it. It’s that kind of Integrity that has catapulted Preemie and Wiper to unprecedented heights. Personal Values: Zamia Preemie, the businessman, practices what he preaches. When it comes to upholding personal values, there’s no margin for error. He followed 2 principles throughout his life. They are: Value For Money: If Value for money was a guiding principle of Preemie’s life, so was his practical nature.

Although Wiper was well regarded, stories current in Bangor at that time about Zamia Preemie related to his ‘careful about money habits. Zamia Preemie flew economy class and there was this tale about him taking an auto from the airport after disembarking from a flight and not finding his car. Everybody in Bangor knew that he was a rich guy who was extremely simple and would do things such as borrowing magazines from the staff periodical pool with the promise of returning them later. It was not unusual for Preemie to land up at the premises of customers for a sales pitch for his computers.

If a good order could be bagged -? and this could be anywhere in India -? Preemie disregarded his high status and became a salesman. Integrity: This was the value which he admires the most. One of the incident for which this the time they received a terse message that their chairman was flying down to Bangor for a meeting. It was clear that something major was in the offing. Preemie came straight to the point. A senior general manager of the company had been given marching orders because he had inflated a travel bill. The man’s contribution to the company was significant; the bill’s amount was not.

Yet he had to go for this solitary lapse. It was, Preemie stressed, a matter of principles. 3. What are some of the major conflicts that these leaders have confronted? Who were the stakeholders? How did they resolve the conflict? Were they able to live up to the expectations of all stakeholders? Conflict of Wiper:- In 2000 Wiper came out with an PIP of American Depository Shares (ADS) in the United States. Wiper offered a commonly utilized and Securities and Exchange Commission approved Directed Share Program (DOS) that allowed employees and clients of Wiper to purchase Adds at the PIP market price.

Their linens also included the World Bank staff to whom Wiper allowed to purchase shares at market price. The Program’s objective was to involve employees and customers with the public offering to expand recognition and brand of Wiper, but the World Bank in June 2007 determined that this was a conflict of interest. The World Bank deemed the IT firm ineligible to bid for direct contracts from IT sector for the period 2007-2011. The multilateral lender banned Wiper in June 2007 from doing business with the group under its corporate procurement program.

Effects of ban on Wiper by World Bank:- The ban came to light in January 2009. Shares of Wiper were down by more than 10% when news came out after two years of ban. Employees of Wiper were under fear after what happened in Astray. They were worried about future of their career as well as the future of the company. Leadership of the Chairman of the company – Mr.. Zamia Preemie:- At this time, Mr.. Zamia Preemie led Wiper from the front. He wrote a letter to employees of Wiper. He denied allegations of providing improper benefits to Bank staff.

He gave assurance to employees that all participants in the program signed a conflict of interest statement and their purchase did not violate any ethics or conflict f interest policies of their company. He said business ethics is their top priority while dealings with all stakeholders of Wiper. According to his letter, Wiper’s success over the decades has been built on the foundation of its values. Mr.. Zamia Preemie was able to gain confidence from employees of Wiper. Wiper passed that difficult phase and continued their success story. World Bank lifted the ban on Wiper in 2011. It is now the fourth largest IT Company in India.

Zamia preemie has shown us what effective leadership can do. CARS Initiatives taken by Zamia Preemie: Zamia Preemie has already given 25% of his wealth to charity. Zamia Preemie has become the first Indian to sign up for the “Giving Pledge”, an undertaking by large-hearted billionaires to dedicate a majority of their wealth to philanthropy. Zamia Preemie’s biggest CARS initiative has been the establishment of “Zamia Preemie Foundation. ” Zamia Preemie Foundation: Zamia Preemie Foundation was established in 2001 with a vision to contribute to education that facilitates a Just, equitable, humane and sustainable society.

Their approach has been to focus all their resources and efforts on systemic change and improvement in quality of education in the government schools. The foundation has focused on following areas while working with the government: Teacher Education Zamia Preemie Foundation’s teacher education programs have sought to build capacity in the existing education functionaries in terms of their perspectives, subject matter knowledge, competencies and motivation levels. Since inception, they have worked with over 50,000 government school teachers across 8 states.

Education Leadership and Management Zamia Preemie Foundation has developed about 3500 education functionaries in the state of Karate, including principals of schools in a unique effort involving training f master development facilitators for extended periods of time through classroom training and field projects. Examination Reforms Following Zamia Preemie Foundation’s work in the area, about 8 districts in 5 states have changed the way they conduct examinations for students up to 5th standard and the state of Karate has introduced external competency based evaluation.

Technology in Education The Foundation initiated the Computer Aided Learning programmer in the year 2002 to harness the potential of computer technology for education. The objectives of the programmer were to make learning enjoyable and assessment fun, for all students. To this end, the Foundation created syllabus-based bi/trilingual multimedia content. It is probably the largest developer of Digital Learning Resources that address curricular issues of children from classes 3 to 8 in 18 languages (including four tribal languages). 2. 5 million Children in 20,000 schools have used these resources across 16 states.

Other Initiatives by Wiper: Wiper Care: “Wiper Cares” engages with communities in our proximate locations. The primary communities in cities and towns where Wiper has a large presence. They have four core areas of work – education, health care, environment and disaster rehabilitation. Wiper Cares is currently engaged in 12 projects across India. Through its five health care projects in three states of India, Wiper Cares is providing more than 50,000 people access to primary health care. More than 70,000 children benefit from the six education projects in five Indian cities and one Indian village.

Their project in social forestry has helped plant more than 50,000 trees and has at the same time provided livelihood to around 40 farmers. Employee engagement is an integral part of Wiper Cares where they encourage employees to volunteer with our partners, acting thus as catalysts in bringing about positive change. Apart from these core areas, as part of the long term process that is typically involved in the rehabilitation of communities affected by natural calamities, Wiper offers its employees the opportunity to engage meaningfully with the affected communities.

Mission lox: Mission is a not-for-profit trust of Wiper, launched on September 5, 2007, with an aim to enhance the employability skills of engineering graduates in India. It aims to achieve this by collaborating with academicians & leading educational institutions across the country. The Mission Learning Approach empowers engineering cult with innovative teaching techniques using which they can help learners in imbibing higher level of understanding of subjects, application of concepts learned and development of key behavioral skills.

Since its launch, Mission has gained tremendous recognition and momentum in the field of engineering education. Mission has reached out to over 1,200 engineering colleges across 25 States in India and has empowered over 23,000 engineering faculty members. Echo-Eye: The core of Wipers social and community initiatives is focused on responsible and deep engagement with all stakeholders – present and future generations. Echo-eye is he way they see themselves and their engagement with stakeholders – on the journey to more sustainable business practices.

The initiative focuses on reducing ecological footprint of their business operations, engagement with employees and supply chain, partners and customers to create a more sustainable society, and transparent reporting/disclosures. The ecological dimensions of their operations are focused on energy efficiency, water efficiency, waste/pollution management and recently enhancing biodiversity-they have set stretch targets for each of them.

Moving beyond mere compliance with laws and regulations, engagement with employees focuses on health and safety, people development, and increasing diversity and inclusively at workplace are their important considerations. Close collaboration with suppliers to reduce their own ecological footprint and help meet and exceed labor and human rights norms is a key focus area. ANDEAN MILLENNIAL factors on which the personality of Andean Millennial, co-founder and ex- CEO & ex- MD of Informs is evaluated against: The Big 5 personality traits are: (OCEAN) 1. Openness to experience.

Andean Melanin’s career graph shows him to be a risk taker. He started his career in n IT firm as an engineer which he later quit to start his own business with his five other colleagues. Then, from an entrepreneur, he became a technocrat in the government in charge of transformational projects. Now, speculations are rife about his Joining government by contesting elections from Bangor constituency. He has also authored a book on ideas that have made India titled ‘Imagining India’. In his own words he describes his Journey so far as from being an treated to a change initiator. 2.

Conscientiousness The biggest trait of a highly conscientious person is that he is reliable and responsible. Andean Millennial scores high on this parameter. Only a person who is deemed responsible and dependable can be made the chief of the biggest initiative by government. Other than that, he has also served as a member of the National Knowledge Commission, formed by the prime minister to reform higher education in India. In his stint at Informs, its revenues grew fivefold. This shows the immense trust that the shareholders have on his leadership capability. He is well organized and persistent in his efforts.

He has managed to issue 380 million DIEHARD cards so far which is consistent with his target of 400 million DIEHARD cards by 2013. . Extroversion Andean Millennial is an extrovert because he exudes gregariousness, is assertive and sociable. In 1981, Andean Millennial along with Nary Murphy and five others co- founded Informs. If he wouldn’t have been an extrovert then probably he would have still remained as an employee of “Patti Computers” where he worked initially with the other co-founders of Informs. Also, on his last day at Informs, he made a speech that brought his assertive nature to the fore.

It read “l am generally very articulate but this is not the day or place where I can be articulate. Vive been wrapped up in Informs for 28 years. My only identity is Informs. I will be going to lead a programmer to give identity to every Indian. But today I am losing my identity… But, in my new role, I’m supposed to work with 600 government departments knowing fully well that no two government departments get along with one other. ” Also people close to him and the employees who have worked under him know him as a good orator and communicator. 4. Agreeableness Andean Millennial ranks high on the agreeableness dimension.

He is known to be cooperative, warm and trusting. Mohammad Pap, co-founder of Informs and a close aide f Millennial says that he listens to all stakeholders, but has the capacity to take decisions. Also when he left Informs to Join UDDI as its chief, many of his employees but at the same time also constantly looks for openings to subtly sell his ideas. 5. Neurotics Andean Millennial is a positively stable person. The desire and urgency to serve a larger good has seen Millennial and his wife, Rhino, give away hundreds of scores of their personal wealth-?which Forbes estimates at $1. Billion (about RSI. 9,000 core), as of March 2013, largely from their Informs shareholding-?to educational institutions, ND organizations that work to address some of the basic human needs. Some of this thinking is influenced by Melanin’s father, Moan Raw, a manager in a textile company and a Nirvana. Millennial is considered the Bill Gates of our very own silicon valley for his benevolence and Samaritan acts. 2. What are the values of the organization or group the leaders represent? What are their personal values? Substantiate your claims by evidence.

Hard work & sacrifice: I learned the value of give and take. I learned that there is the need to sacrifice your own wants in favor of someone else. I also believe in the popular saying: Let all vying beings prosper. Another feature that this leader represents is the quest for knowledge. He stresses that success depends on continual learning. He also believes in the fact that ultimately hard work pays. He says that value system is very important as it acts as a guiding light in times of darkness, confusion and self-doubt, and when faced with moral dilemma.

Leadership by example: Andean Millennial believes that transferring the values and beliefs of the organization to the next generation leaders is one of the most important functions. He is actively involved in the company’s leadership development workshops and mentoring activities. He believes that future leaders need to learn how to set direction, to create a shared vision, encourage execution excellence, embrace inclusive meritocracy. Ethics: The company recognizes the importance of nurturing relationships that reflect our culture of unwavering ethics and mutual respect.

The company behaves ethically and honestly in all its interactions – with the clients, partners and employees. Right of Liberty: The company has unwritten rules. Everybody knows that if we want to work as a team we have to be transaction based. We start every transaction on a zero base. It is refectory feasible for us to disagree on a transaction but we start the next transaction without any bias. Only an argument that has merit wins; it has nothing to do with hierarchy. Disagreeing is in the nature of things.

When you bring a set of people who have respect for each other’s competence in certain areas and you’re transaction- oriented then it can work as it has in our case. In Informs, we have consciously Pursuit of Excellence: We at Informs take a long-term view of our business and life. We remember that success is, generally ephemeral. We remember that we are only as good as the results of our last quarter. Informs has always placed a premium upon recruiting people with a high learnable quotient. Excerpts from an interview with the Indian Express “When I address new hires, the main thing I talk to them about is the value system.

I tell them that even in the fiercest competitive situation they must never talk ill of customers. For heaven’s sake don’t short change anybody. Never ever violate any law of the land. It is better to lose a billion dollars than a good night’s sleep. It is a true meritocracy. ” Once Andean Millennial was having lunch with Mir S Sahara. They ordered something to eat and Andean waited patiently for the food to arrive. The steward finally arrives. He received an education in how Important People are treated in restaurants. He’d rather be unimportant: mainly because it is assumed Important People are Too Busy to Order.

The steward asks them if they want vegetables, chicken or meat, and tells them he’ll do the rest. Before he can interpose a panicked reply, Millennial says: “dim sum. ” The steward rushes off, and brings them a random selection. They’re terrible: undercooked and flourishes. Millennial calls the steward over, and asks for the restaurant’s hottest sauce. The steward points to one on the table. Millennial Smiles and picks up the sauce on his own. He understands that even the steward is a busy man and can get frustrated by his Job.

This clearly indicates the degree to which Milliken understands human behavior and respects others. One, stay a technocrat, as he has been since 2009, when he was handpicked by Congress vice-president Rural Gandhi to lead a project to issue unique identity numbers to every Indian. Two, come in as a member of the Raja Saba, which does not require a mandate from the people, and be a minister like Ashram Rammers or even Mammon Sings. Three, in what will be the most challenging personally and referentially for Millennial, a member of the Look Saba, elected by the people.

This indicates value of excellence in Mr.. Millennial. Former Informs chief and chairman of Unique Identification Development Authority of India Andean Millennial and his wife Rhino have announced RSI. 50 core philanthropic grants to the Indian Institute for Human Settlements (SHISH) to fund the establishment of a School of Environment and Sustainability. This indicates the generous nature of Mr.. Millennial. The principle of building and implementing great ideas that drive progress for clients and enhance lives through enterprise solutions. Mr.. Millennial has constantly