Article: Disruptive envisioning to be the critical leadership capability: PwC


Disruptive envisioning to be the critical leadership capability: PwC

In the latest report published by PwC India, Re-imagining leadership: Steering Indias workforce in 2030 presents the emerging leadership capabilities to navigate the new workforce realities successfully.
Disruptive envisioning to be the critical leadership capability: PwC

In an attempt to address the workforce realities and drive the future of work in India, PwC India presents a report, titled ‘Reimagining leadership: Steering India’s workforce in 2030’ that presents the critical capabilities required by leaders to envision a future with multiple possible outcomes.

Blair Sheppard, Global Leader – Strategy and Leadership Development, PwC on leadership for future shared,“The most difficult thing for the leader is going to be keeping an eye on the long-term perspective versus the short-term pressures. It is the responsibility of the leader to look into the future when making decisions today, to ensure they are solving the immediate problems, while also preparing their organization for the future.

The study identifies nine leadership capabilities to navigate through India’s world of work in 2030:

  • Disruptive Envisioning- 94%
  • Multi-dimensional sense making- 90%
  • Managing multidimensional diversity-73%
  • Orientation towards institution building- 71%
  • Personal Credibility-55%

The report also recognizes the core or foundational leadership capabilities which will assume greater significance in the future on account of their impact on the emerging skills:

  • Talent Magnetism
  • Curiosity to learn and evolve
  • Building and nurturing networks
  • Self-awareness 

The report catalogs leadership simultaneities that suggest the leadership approach towards dealing with the business of the future, the evolution of India as an economy, and the changing paradigm of leadership. The leadership simultaneities include:

  • Courage to try new things and resilience to survive
  • Highly strategic and agile in implementation
  • Technically savvy and humane
  • Politically astute and maintaining integrity
  • Confident enough to move forward and humble enough to admit that they are not experts

Chaitali Mukherjee, Partner, People and Organisation, PwC India, shares, “Traditional models of development are no longer sufficient to help leaders act fast and effectively in unpredictable circumstances; organizations will need to reimagine the talent development experience at the top of the pyramid in much the same ways as they do the customer experience.”

The report includes a ‘3E’ model for leadership development - Enrichment, Enhancement, and Enablement. This framework aims to provides a safe environment for leaders to fail fast, look beyond the rule book and engage in active experimentation. 

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Topics: Leadership

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