26 Chapters
Medium 9781605095400


Kelly, Kevin Berrett-Koehler Publishers ePub

action 71–3, 96, 100

adaptability 70, 104, 106

advertising 5–8

agility 101–3, 119, 148–9, 150

cognitive 8–9

cultural 149

ICICI Bank 104–5

Infosys 106–10

PricewaterhouseCoopers 105, 106

as state of mind 111

willingness to learn 115

Al Zain, Talal 51, 143, 152

Allen, Paul 139

Álvarez, José-Luis 130

‘ambidextrous organisation’ 107

ArvinMeritor 132

Asia 117

AstraZeneca 141

Avon 16

Baker, Richard 138

Ballmer, Steve 142

Balls, Ed 30

Barrett, Craig 142

Birkinshaw, Julian 10

BlackBerry 45, 63, 64, 122

blogs 64–5

‘blue ocean strategy’ 105

boards of directors 62–3, 140–1, 142–3

Body Shop 139

bonuses 155

Boyatzis, Richard E. 76

brand building 65

Branson, Richard 139

Brazil 17, 19

Brock, John 20–1, 64, 71, 145

Brown, Gordon 3

Buffett, Warren 52

Cadillac Fairview 43

CAN see Chief Advisor Network

Carrefour 141

cash management 153

Caterpillar 13–14, 137

CEOs see chief executive officers

chairmen 140–3

change xx, 1–4, 70

advertising 5–8

agility 102–3, 106

macro-economic and political 12–13

organisational 9–12

readiness for 32

resistance to 93

technological 8–9

See All Chapters
Medium 9781605095400

2 Knowing when the winds are coming

Kelly, Kevin Berrett-Koehler Publishers ePub

‘I’ve been practising Japanese martial arts since university and one of the concepts you pick up is that you learn to read energy, people energy, body energy. You see the person, he’s going to move, you see a punch, you see a kick, you see everything, but there’s something else and by beginning to read that something else gives you a competitive advantage.’

Bijan Khosrowshahi, Fuji Fire and Marine

K.V. Kamath is chairman of ICICI Bank, the biggest private sector financial services group in India, as well as being the country’s largest private equity player, the biggest life insurance and general insurance company, and the third largest asset management firm.

As we spoke, K.V. Kamath was preparing to become chairman of the company, having been CEO since 1996. It was a mark of his leadership style and achievement that he was handing over to a 47-year-old woman who had risen up through the bank. K.V. Kamath’s entire business philosophy is built around creating a meritocracy, encouraging young talent and promoting superior performers to powerful positions at an early age. His commercial insight can be neatly summed up as speed equals capital.

See All Chapters
Medium 9781605095400

7 Living with turbulence

Kelly, Kevin Berrett-Koehler Publishers ePub

‘Keeping your energy going is at different levels. First, you have to discover something exciting to do in the organisational context. You have to try and celebrate the building of the vision. You have to work with younger people to keep your energies going. You have to have an entrepreneurial mindset, and I think finally you also need to reinvent yourself every year. In today’s world you are obsolete if you are not doing that. If I look at the last 10 years, if I hadn’t reinvented myself I would have fallen by the wayside long ago.’

K.V. Kamath, ICICI Bank

There’s a powerful children’s book called The Giving Tree by Shel Silverstein. It is a story about a tree and a little boy.

Every day the boy comes to swing on the tree’s branches, to eat its apples and sleep in its shade. The boy loves the tree. And the tree loves the boy. But as the years pass the boy finds other things to do and the tree is often alone.

After much time has passed, the boy comes to the tree and asks for money. The tree suggests he picks its apples and sells them in the city. This makes the boy happy; he picks all the apples and goes away. And he stays away for a long time.

See All Chapters
Medium 9781605095400


Kelly, Kevin Berrett-Koehler Publishers ePub
Medium 9781605095400


Kelly, Kevin Berrett-Koehler Publishers ePub

See All Chapters