The Indian socialist model of development, envisioned and developed during the first few decades post-independence, gives the Indian economy one of its very distinctive economic features - the Indian PSU behemoths. Run in characteristic bureaucratic style, which generally typifies not just government institutions, but also most large multinationals, many PSUs in India have successfully transitioned and established themselves in the new economic environment in the last two decades. While some of the successes have been by virtue of the brute force of their size, many others have engineered excellent turnaround from within their bureaucratic framework.

Largely, companies opt for general management programs because most of those who come to occupy leadership positions are either technical or functional specialists and have very limited general management exposure. However, the global exposure needs to be better planned than mere education trips to other countries. These programs also have leadership modules which are largely theory based. The project component part of the program is very useful, but poor follow-up on the projects; providing incomplete experience; and lack of seriousness in guiding and using such projects mars their effectiveness in some cases. Few are using 360 degree feedback and development center based programs which can be very effective in developing leadership and the succession pipeline.

Envisioning the future, a leader has to show great determination in not just removing obstacles from his vision, but to fight prevailing mind-sets, legacy attitudes, hierarchy, bureaucratic structure, and long-standing traditions. At times, a leader is a loner in propagating the change. But does he flounder at those instances or does he delay his plans? No. Risk taking is a verse in the leader’s Bible for doing business. Many organizations are saddled with accumulated problems on many fronts because at some point of time the leaders failed to decide for the future. Decisiveness and determination are key to growth and sustainability of the organization. Leaders who dither to take decisions, put their organizations on to the path of decline. Decisive leaders are focused and show great amount of resilience.

Trainers are also on the front line of shaping the organization. Critical to individuals at all levels of the organization, a successful training team is invaluable. They often have their finger on the pulse when it comes to the needs and complaints of the employees, and are invaluable in planning new initiatives. Conduct new-hire orientation and training. Someone has to get those raw recruits into shape. Support the functional departments with process training. Shape the company culture through the use of soft skills and collaborative training modules. Provide an ear for frustrated employees.

Employing Gen Y and putting it to work will be a little difficult for companies still operating on the conventional model. They have forced many employers to revamp their hiring strategies to reflect the changing modes of technology. Though millennials were the hardest hit by the 2007 recession, they were the first ones to quit if they feel frustrated with their jobs. Career growth means a lot to them and companies would do well to keep a check on the attrition rates.