MANAGING in the

NEW WORLD

There are certain skills sets extremely vital for businesses to flourish, yet they also hinder progress once the individual possessing them reaches chief executive levels. Being a technocrat doesn’t help as at corporate strategy level, the requirement is more on developing mission, vision, targets and inter-vertical communications than nitty-gritties of technicalities. Instead one must spend more time with departmental decision leaders and develop empathy with each level. The ‘us v/s them’ philosophy needs to be dumped as it is the customers whom the chief executive needs to serve and not see as opposition. The DIY methodology also needs to be binned off as the art of management lies in getting work done from various teams of co-workers. Forced delegation days ensure this happens. Thus major personality changes need to accompany entry to the C-Suite to prosper.

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