IF YOU DONT KNOW WHERE YOU ARE GOING YOU WILL END UP SOMEWHERE ELSE

VISION AND MISSION

Leading From the Middle: 360 Degree Leadership

360 Degree Leadership:

Leading Up, Down, and Across the Organization
YOUR BOSS

YOUR SUPPLIERS

IERS SELF

YOUR CUSTOMERS

YOUR SUBORDINATES

The

reality is that 99 percent of all leadership occurs not from the top, but from the middle of an organization. John Maxwell

TOPICS
VISION AND MISSION PERSONAL VISION VISION 2020 INDIA VISION 2020 INDIAN RAILWAY VISION 2020 VISION AND MISSION IN CURRENT ASSIGNMENT STRATEGIC INTENT

HIERCHY OF VISION MISSION AND GOALS

VISION VISION MOBILIZES AND INSPIRES

KURIEN CHANDRA BABU NAIDU TILAK INFOSYS MUHAMMAD YUNUS OF BANGLADESH LINKING KASHMIR VALLEY KONKAN RAILWAY PROJECT UNI GAUGE

Vision , Mission,, Values & Strategic Initiatives

Job Description Professional Dev.

Individual
Mission, Initiatives Policies, Procedures,

Division/ Unit /Department

Values ,Mission, Vision and

Policies, Strategic Initiatives

Indian railways

WHAT IS YOUR GOAL

INSEARCH OF SUSTENANCE

INSEARCH OF EXCELLENCE

INSEARCH OF RELEVANCE

IN SEARCH OF SIGNIFICANCE

INSEARCH OF SIGNIFICANCE

INSEARCH OF EXCELLENCE

INSEARCH OF SUSTENANCE

INSEARCH OF RELEVANCE

WINDOWS TO THE SELF

Known to self Unknown to Others

Known to Others Known to self

Known to Others Unknown to Self

PERSONAL GOALS
INSEARCH OF SIGNIFICANCE 1 2 3 4 5 111111 INSEARCH OF EXCELLENCE 1 2 3 4 5 11

INSEARCH OF SUSTENANCE 1 2 3 4 5

INSEARCH OF RELEVANCE 1 2 3 4 5

Aaj kal paon zameen pe nahi parte maire

We are All Born to Win

"A bag of tools

Isn't it strange, that princes and kings, and clowns that caper in sawdust rings, and even folks like you and me, are builders for eternity? To each is given a bag of tools, a shapeless mass and a Book of Rules; and each must make 'ere life has flown, a stumbling block or a stepping stone.

HUMAN POTENTIAL ENHANCEMENT FRAMEWORK

Multiple Potential Multiple Intelligence Awareness is the first step Practice Mastery

MAKE A DIFFERENCE THAT MAKES A DIFFERENCE. The 15% Principle

Everyone has influence over 15% of their system. The other 85% is beyond their discretionary control. Recognize that you have 15% discretionary influence it may sound small but you can use it to make a difference that makes a difference. BE DIFFERENT TO MAKE A DIFFERENCE

GOALS WORTH ACHIEVING MISSIONS IN LIFE = STRATEGIC INTENTS

CRITICAL SUCCESS FACTORS

PORTFOLIO OF SKILLS CURRENT CAPABILITIES

UNIQUE

SKILLS HAVING COMPETITIVE ADVANTAGE

CORE COMPETENCE

CONGRUENCE

= COMPETITIVE ADVANTAGE

AIMLESS LIFE IS A GOALLESS DRAW

ASPIRE
TO

INSPIRE

FROM FOLLOWERS TO LEADERS ARE WE

Translating Vision and Strategy: Four Perspectives

FINANCIAL Objectives To succeed financially, how should we appear to our shareholders? Measures Targets Initiatives

CUSTOMER To achieve our Objectives vision, how should we appear to our customers? Measures Targets Initiatives

INTERNAL BUSINESS PROCESS

Vision and Strategy

To satisfy our shareholders and customers, what business processes must we excel at?

Objectives

Measures

Targets

Initiatives

LEARNING AND GROWTH To achieve our Objectives vision, how will we sustain our ability to change and improve? Measures Targets Initiatives

ENVIRONMENTAL CONCERNS

MEGATRENDS
FORCES SHAPING THE WORLD

ECONOMIC

T E C H N O L O G Y F L U X

STRENGTH FLEXIBILITY

GREAT OPPORTUNITIES
OPP

I N C R E A S I N G E X P E C T A T I O N

WEAKNESS
EXECUTION

SERIOUS THREATS
SOCIAL/POLITICAL/ REGULATORY GLOBALIZATION

RESOURCES INCLUDING ENERGY

SPREADING INNOVATION THROUGH CREATIVITY

TECHNIQUE OF MULTIPLE PERSPECTIVE THROUGH MULTIPLE ANALOGY

TRANSFERRING ESSENCE FROM SOURCE DOMAIN TO TARGET DOMAIN

MEGA TRENDS
1 2 3 4

IMPACT ON INDIAN RAILWAYS

Globalization Liberalization of Indian economy Economic growth and spatial dispersal Demographic Changes Population growth and urbanization Scarcity of fossil fuels and natural resources and Rise of alternative sources of energy new materials Rapid advancement and spread of information and communication technology Lifestyle changes Rising levels of education Fashion Media Climate Change and Environmental concerns Transparency and regulatory Environment Rise of services

5 6

7
8
9 10

INDIA Vision 2020

GDP growth -8-9% year on year Quadrupling of real capita income 4th largest GDP, SME driven economy Per capita GDP from 153 rank to 100 Population >1.3 billion Self sufficient agricultural output Growing labor force

INDIA Vision 2020

High growing sectors
Commercial agriculture Agro industries Garments, construction, tourism Fuel and power Retail and wholesale trade IT and IT enabled services Transport and communication Education, health Financial services

Twelfth Plan Strategy

There are Short Term and Medium Term Challenges

Short Term : Reverse the current growth slowdown : 5.5 percent in 2012-13, Aim for 6.5 to 7 percent in 2013-14
Longer Term : Get back to high growth. This requires accelerating from 5.5% in 2012-13 to over 9% in last two years This is very difficult, especially given the global situation
37

Faster, More Inclusive and Sustainable Growth

38

38

Growth must not only be rapid, but also more inclusive

Inclusiveness is a multi-dimensional concept :

Reduce poverty
Improve regional equality across states and within states Improve conditions for SCs, STs, OBCs, Minorities Generate attractive employment opportunities for youth Close gender gaps

Twelfth Plan lists 25 monitorable indicators 39

25 Monitorable Targets, e.g.

Average GDP Growth of 8 percent Agriculture Growth of 4 percent Reducing head-count poverty by 10 percentage point Generating 50 million work opportunities Eliminating gender and social gap in education Reducing IMR to 25, MMR to 100 and TFR to 2.1 Enhance infrastructure investment to 9% of GDP Achieve universal road connectivity and access to power for all villages Access to banking services for 90 percent households Major welfare benefits and subsidies via Aadhaar
40

Strategy for Achieving Inclusiveness

There are two routes to inclusiveness through higher growth which expands income and employment opportunities through government pro-poor programmes which target poorer groups
Both are important. Twelfth Plan combines the pro-poor programme approach with efforts to get a growth pattern which is faster and inherently more inclusive Two routes are mutually reinforcing High growth generates more revenues, to finance inclusiveness programmes Many inclusiveness programmes (health and education) contribute to growth
41

Macro-Economic Challenges in Achieving High Growth

Must increase the rate of investment, especially in infrastructure Domestic savings must increase even more to reduce the investment saving gap which is necessary to keep the Current Account Deficit under control Government dis-savings must be eliminated. This means fiscal deficit must be reduced Growth of subsidies has to be contained 75% of the investment in the economy is private investment (household plus corporate) Both the Centre and the States have to create an eco-system that encourages private investment Infrastructure, especially quality of power, and availability of skills is critical

42

Effectiveness of Plan Programmes

Twelfth Plan sets ambitious targets for Flagship Programmes in areas of Health, Education, Rural infrastructure, Livelihood Development etc. Too much focus on the level of expenditure in these programmes. Not enough on effectiveness in terms of end results Implementation in the field is the responsibility of State Government agencies. However, programme guidelines are set by the Central Government There are demands for greater flexibility from states. We are responding as follows : Guidelines are being made more flexible to meet the requirements of individual States 10% flexi-fund within each scheme for innovations
43

Energy
8 percent GDP growth requires 6 percent growth in energy supply from all sources Our fossil fuel resources are limited, and our import dependence is already high Enhanced Energy Efficiency in all sectors We need to push push for renewable Energy: Wind, Solar and Storage Hydro Difficult Policy Issues: Coal vs. Forest Cover Petroleum Price Distortions Natural Gas Exploration Framework All Energy Prices: Coal, Petroleum product, Natural Gas and Electric power are currently under priced. Fuel adjustment is needed
44

Water
Management of water resource is a major challenge. Estimates of water availability have been optimistic Twelfth Plan proposes modified AIBP and expanded Watershed Management Programme Water sector needs better Regulatory Framework New Groundwater Law Water Regulatory Authorities in each state National Water Framework Law Agriculture accounts for 80% of water use at present, must shift to more water efficient agriculture practices Manage urban and industrial water demand through water recycling and rationalise user charges
45

Alternative Scenarios
12th Plan goal of 8% inclusivve growth is not a foregone conclusion Depends on difficult policy decisions to be taken by Centre and States For the first time Plan presents three scenarios
Strong Inclusive Growth Insufficient Action
Policy logjam

8% 6 to 6.5%
5 to 5.5%

Anything much less than 8% will not satisfy aspirations of the people
46

Targets vision 2020

IMPORTANT TARGETS VISION 2020 PARAMETER TOTALPOPULATION (Million ) 15-64 years LIFE EXPECTANCY(Years) PUBLIC EXPENDITURE ON HEALTH(%of GDP) FOOD PRODUCTION (Million Tonnes) LITERACY FEMALE AS % PUBLIC EXPENDITURE ON EDUCATION (as % GDP) UNEMPLOYMENT RATE-- AS % ACESS TO SANITATION as % TELEPHONES per 1000 POPULATION FREIGHT TRAFFIC-BILLION TONNE KM RAILWAY FREIGHT BILLION TONNE KM PASSENGER TRAFFIC- MILLION PASSENGERS TOTAL POWER GENERATION(twh) FUEL DEMAND COAL MILLION TONNES FUEL DEMAND OIL-MILLION TONNES FUEL DEMAND -GAS-BILLION CuM 2007 1013 604 64 0.9 193 44 4 7 <2 73 34 1100 500 1300 463 311 83 21.6 100 200 5500 3000 2000 1363 538 195 64.7 2020 1331 882 71 3.4 417 100 8

When the winds of change are blowing, some build shelters and some build windmils . . .

ENVIRONMENTAL CONCERNS

INDIAN RAILWAYS

T E C H N O L O G Y F L U X

STRENGTH

OPPORTUNITIES

I N C R E A S I N G E X P E C T A T I O N

OPP

WEAKNESS

THREATS
SOCIAL/POLITICAL/ REGULATORY GLOBALIZATION

RESOURCES INCLUDING ENERGY

Transport Sector Present Scenario

ONE OF THE LARGEST IN THE WORLD SERVES A LAND MASS OF 3.3 MILLION M2 AND POPULATION OF OVER ONE BILLION ENORMOUS GROWTH OF TRANSPORT SECTOR IN THE LAST 50 YEARS
VOLUME OF RAILWAY FREIGHT INCREASED TEN FOLDS. LENGTH OF SURFACED ROADS INCREASED NINE FOLDS TONNAGE HANDLED BY INDIAS MAJOR/MINOR PORTS INCREASED SIXTEEN FOLDS AIR FREIGHT TONNAGE INCREASED 30 FOLDS

Source:- India Vision 2020

Clogged Rail Lines Slow Indias Development

New York Times June 15, 2010

Distance

Travel Time (Freight)

Singapore Mumbai Port

2400 Nautical Miles

4 5 days

Mumbai Port - Delhi

870 Miles

More than 1 Weeks

Indian Railways An Overview

Freight Traffic (Million Tons)
1200

1000
800 600 473.5 400 200 73.5 0 167.9 195.9 318.4 119.8

921.7

969.8

1950-51 1960-61 1970-71 1980-81 1990-91 2000-01 2010-11 2011-12

Indian Railways An Overview

FREIGHT TRAFFIC (MILLION TONNES) 1950-51 to 2000-01
500 400 300 200 473.5

100
0 1950-51 73.2 FREIGHT TRAFFIC (MILLION TONNES)

AN INCREASE OF 400.3 MT OVER 50 YEARS

2000-01

FREIGHT TRAFFIC (MILLION TONNES) 2000-01 to 2011-12

1200 1000 800 969.8

600
400 200 0 473.5

2000-01

AN INCREASE OF 497 MT OVER 11 YEARS

2011-12

Indian Railways An Overview

CONTAINER (EXIM + DOM), 37.6, 4% POL, 41.1, 4% Fertilizers, 48.3, 5% Food Grains, 45.6, 5% Cement, 107.6, 11% Other Goods, 74.4, 8%

TOTAL LOADING OF FREIGHT IN 2011-12= 969.8 MT

Commodity wise Loading 2011-12

Coal, 420.4, 46%

Iron Ore, 118.5, 13%

Pig Iron and Finished Steel, 32.8, 4%

Raw material for Steel Plants, 13.3, 1%

INDIAN RAILWAY VISION 2020

1. Strategic Goals

2. Objectives

3. Mission Areas

4. Targets

5.
Constraints

6. Useful factors

7. Plan of Action

VISION 2020 AN OVERVIEW

Indian Railways shall provide efficient, affordable, customer-focused and environmentally sustainable integrated transportation solutions. It shall be a vehicle of inclusive growth, connecting regions, communities, ports and centers of industry, commerce, tourism and pilgrimage across the country. The reach and access of its services will be continuously expanded and improved by its integrated team of committed, empowered and satisfied employees and by use of cutting-edge technology.
(Time Frame : 2010-2020)

Railways Vision 2020

Enhance gross revenue from 1.2% to 3% of GDP by 2020 Annual growth of 10% for next ten years Network expansion by 25,000 Kms. by 2020 Segregation of passenger and freight lines on highdensity network routes Maximum speed of passenger trains to be raised from 110 / 130 Kmph at present to 160 / 200 Kmph on segregated routes by 2020 Increase the speed of freight trains from 75 to 100 Kmph Gauge conversion programme to be completed Electrification of 33,000 Kms. of routes Making railway operations free of accidents

VISION 2020
1. Strategic Goals

2. Critical Factors

3. Objectives

1. Inclusive devptGeographical & Social 2. National integration 3. Productive employment 4. Environmental sustainability

1. Adequate investment 2. Optimal mix of budgetary resources 3. Efficient project execution 4. Enhancing system credibility 5. Effective use of IT

1. High quality / value in service 2. Capacity creation 3. Innovative tech./management. 4. Reorganise on business lines 5. Emphasis on human capital

VISION 2020
4. Mission Areas 5. Targets 6. Constraints & challenges

1. Infrastructure 2. Safety 3. Technological leap 4. Human Capital 5. Carbon credit 6. PPP 7. High Speed corridors 8. Organisational reform

1. Growth @10%p.a 2. Network expansion 3. Capacity creation 4. Train safety 5. Reducing carbon foot print 6. Innovative measures(freight/ pass/others) 7. Investment for growth

1. Capacity 2. Asset Reliability 3. Safety 4. Slow speed 5. Door-Door handicap 5. Project execution 6. Freight /Pass services: Quality, connectivity, supply & speed 7. Others- HRD, Org.structure

Financing of Plan expenditure

Source of funding 2008-09 Total funding for 2010-20 at current levels (2) Rs.267910cr. Rs.95450 cr. Rs.363360 cr Projected Projected Annual funding funding (V20) (2010-20) (3) (4) Rs.90000 cr. p.a. Rs.50000 cr. p.a. Rs.140000 cr. p.a. Rs.900000 cr. Rs.500000 cr. Rs.1400000 cr.

(1)
Internal resources Budgetary support Total Rs.26791cr. p.a.* Rs.9545 cr. p.a. Rs.36336 cr. p.a.

Note: Market Borrowing through IRFC & RVNL - Rs.7284cr (27%) Rlys Internal Resource generation - Rs.19507 cr ( 73%) Funding Gap of Rs.10.36 lakh cr. bet. current levels & requirement of resources for ision 2020 (Rs.363360cr. Rs.1400000 cr.) (source: Vision 2020 document )
7

Resource Requirement - Vision 2020

Category
Total earnings

2008-09

2010-20

Reqd. per annum

Rs.90,000cr( Rs.2,70,000 10%CAGR (Compouded 1.2% of cr Annual Growth GDP) (3% of GDP) Rate)
*GDP=Rs.75 lkhs cr

*GDP=Rs.90 lkhs cr

Total Investment
Budgetary support

Rs.36,336cr Rs14,00,000 Rs.1,44,000 cr cr (4 times p.a) Rs.9545cr Rs.5 lkh cr Rs.50,000 cr (5 times p.a) (37% of (36% of invt.) invt.) (source: Vision 2020
document) 8

FREIGHT & PASSENGER TRAFFIC (2010-2020) Category

Freight Wagon Procurement Passengers Procurement of coaches Parcel earnings Sundry earnings Total earnings

2008-09
833 MT 25000 p.a. 8200 Millions 2500 p.a.

2019-20
1850 MT 75000 p.a. 15180 Millions 10000 p.a.

Increase
122% (+1017 MT) +50000 p.a. 85%(+6980 mill) 5000 p.a.for 1st 3yrs and 10000 p.a. for next 7yrs 5 fold 5 fold 3 fold

Rs.1600 cr. p.a. Rs.3000 cr. p.a. Rs.90,000 cr p.a.

Rs.8000 cr.p.a. Rs.15000 cr.p.a Rs.2,70,000 cr.p.a

(source: Vision 2020 document)

9

Indias freight traffic is expected to grow over 2.5 times in the next 10 years or at around 7.5 per cent CAGR

Passenger (billion passengermiles)

Short Term Investment priority - 2010-2012

Objectives

Goals

Physical target (2010-12) -------1000 kms 1000 kms 2500 kms ------------2000 kms 33909 1245 6912 -------

Investment Total Invt by (Rs.in cr) 2020 (Rs in

(2010-12) 3000 10,000 6000 7000 9450 1800 10173 14965 11061 10364 cr) 23,000 1,80,000 1,30,000 35,000 60,450 12,600 86740 120880 82523 101595
(Source:Vision 2020 document)

1. Bottleneck removal 2.Capacity augmentation

Terminal facilities New Lines Dblng/Trp/Quad(DFC) GC MTP Electrification Wagons Diesel/Elec locos Passengr coaches etc Upgradation of PUs&W/S

3.Roll.Stock

10

Objectives and Goals (Short Term, 2010-2012)

Objective Goals Physical target Investment (Rs.in cr)

contd Total Invt by 2020(Rs in cr)

4. Service Improvements

World Cls Stns Adarsh Stns Security

12 ------------

20000 200 600

90000 1000 4600

5. Tech.Upgrdn & Safety

Trk renwl Bridges S&T/Mech/Elec IT ---------R&D/Staff qtrs/Invt in PSUs,Power plt etc ------

11030 kms 2800 -----------------------

16275 1000 8577 1383 0

71405 8000 36366 9783 200000

6. Hi-Speed corridors 7. Others

---------

9900

108900

1,40,748 TOTAL
11

13,87,842
(Source: Vision 2020 document)

--------

(10.14% of total invt.)

To meet the challenges of growth Indian Railways training has to play a major role
Indian Railways is at an inflexion point due to multiple Challenges of growth of Indian economy ,energy , environment and rising customer expectations. As per Vision 2020 Gross Revenue of the Indian Railways has remained at a level of around 1.2% of India's GDP over the last 10 years , this has to be increased to 3% by 2020 . It is imperative that the managerial resources of Indian railways perform at their best through potential enhancement and realization . Only Training can enable the managerial cadre to accomplish the challenging tasks . The next decade is going to be characterized by technological change , economic growth , manpower constraints and increasing customer expectations . Railway managers need to be developed for future challenges .

Challenges Growth trajectory of Indian railways trailing behind rate of growth of Indian economy Capacity Constraint

Opportunities Leapfrogging to a higher growth trajectory Capacity Creation

Saturation of network
Modal shift away from Railways Resource Crunch

Network Expansion
Door to Door Supply Chain Mobilizing other sources of Revenue Value added services Monetization of assets e .g Railway stations as differentiator of land prices Increase speeds PPP and JVs Optimizing energy usage

Slow Speeds of Trains Project execution Reducing Indian Railways Carbon footprint

Functional Activities and the Value Chain

Figure 9.2
9-71

Functional Activities and the Value Chain

Figure 9.2
9-72

Porters Business Value Chain

Firm infrastructure Supporting Activities HR Management

R&D
Procurement

Operations

Marketing and Sales

Outbound Logistics

Inbound Logistics

Primary Activities

A process can be seen as a value chain. By its contribution to the creation or delivery of a product or service, each step in a process should add value to the preceding steps. Rummler and Brache, Improving Performance

Service

Products/ Services

The Birth of the Supply Chain

Firm infrastructure HR Management R&D Firm infrastructure HR Management R&D Firm infrastructure HR Management R&D

Procurement
Operations Operations Marketing and Sales Outbound Logistics

Procurement
Operations Marketing and Sales Outbound Logistics

Procurement
Marketing and Sales Outbound Logistics

Inbound Logistics

Inbound Logistics

Service

Service

Inbound Logistics

Supplier Value Chain

Enterprise Value Chain

Customer Value Chain

Adding Business Value Chains together creates a Supply Chain! Supply Chains are important because they allow organizations to optimize their processes over their Suppliers and improve service to their Customers! (Inter-enterprise processes)

Service

Extending the Value Chain we are here

Firm infrastructure HR Management R&D Procurement Firm infrastructure HR Management R&D Procurement Firm infrastructure HR Management R&D Procurement Firm infrastructure HR Management R&D Procurement Firm infrastructure HR Management R&D Procurement

Operations

Operations

Operations

Operations

Operations

Outbound Logistics

Outbound Logistics

Outbound Logistics

Outbound Logistics

Marketing and Sales

Marketing and Sales

Marketing and Sales

Marketing and Sales

Outbound Logistics

Marketing and Sales

Inbound Logistics

Inbound Logistics

Inbound Logistics

Inbound Logistics

Inbound Logistics

Service

Service

Service

Service

Supplier-1

Supplier

Enterprise

Customer

Customer+1

In the future, organizations are going to have to worry about how their processes fit within their business partners business processes Rose Heinz, Enterprise Architect TG

Service

GOALS IN MY CURRENT ASSIGNMENT

SOCIAL /ECONOMIC /SUSTAINABILITY CONTRIBUTION 1 2 3 4 5 111111 OPERATIONAL /TARGETS 1 2 3 4 5 PROFESSIONAL /KNOWLEDGE /TECHNICAL GOALS 1 2 3 4 5 11 ORGANIZATIONAL /DEVELOPMENT OF PEOPLE 1 2 3 4 5