Learning Strategies for Leaders in Turbulent Times
Published by ASTD Press
By Priscilla Nelson and Ed Cohen
Launched as a global company, in 1987, Satyam Computer Services had grown to become the fourth largest IT services firm in India with more 53,000 employees based in 60 countries around the world. That is until January 7, 2009 when the Founder and Chairman, Ramalinga Raju, disclosed the actions that would cause Satyam’s fall from grace. When referring to the widening gap between the real and artificial numbers in the company books, Ramalinga Raju described his situation as: “It was like riding a tiger, not knowing how to get off without being eaten.” In his resignation letter to the company’s board of directors, Mr. Raju stated: “I am now prepared to subject myself to the laws of land and face consequences thereof.” Tainted, disgraced, beleaguered, scam hit, scandalized, fraudulent, crisis ridden were the adjectives used to refer to the once iconic brand of “India is IT”. Putting the scale and impact of Satyam’s downfall in proper perspective was The Economist’s cover story “India’s Enron”; Business Week Magazine featured Raju on the cover with the headline “From Icon to I Con”.
This is not a book about the failure of Satyam. It would be a disservice to its thousands of employees, its customers, its investors and our society to call what happened, a failure. This is a book about role of learning on the journey of a company, that when struck with deadly turbulence picked up the pieces, and shifted towards recovery. Riding the Tiger explores leadership lessons and presents learning strategies built and implemented to ride through the turbulence.
1.The BEST
Provides historical perspective of the leadership learning strategy, shift to India, acclimation to new cultures and strategy leading to the number 1 ranking in the ASTD BEST Awards
2.Time to Climb Off
Ramalinga Raju’s Letter of Confession as well as background on the birth and growth of Satyam up to the turbulence that consumed the company
3.Lights On!
Essential “must do” learning strategy including going on an “information safari” followed by the development and implementation of a 30/60/90 day plan
4.Real Time Response
Learning and communication response developed and deployed in using multiple tools including Real Time Learning and Web 2.0 as events unfolded
5.Caring for the Wounded
Explores the steps taken to nurture and motivate employees from the shocking start of the crisis and throughout the turbulent times
6.Leading through Turbulent Times
Provides advice for leaders to rapidly expand “crisis” leadership skills and consistent behaviors
7.Coaching for Leaders
Discusses the rapid transformation of coaching programs to meet the needs of leaders in turbulent times
8.Beyond the First 90 days
Presents the leadership learning strategy for longer term impact; expanding opportunities, right sizing, redefining roles and how the learning group went about facing new realities
9.Getting Off Without Being Eaten
With more than 25000 people downsized including the authors of the book; this final chapter explores personal emotions, the resilience of the people and the steps taken to gain closure
APPENDIX: Learning Strategies Workbook
Step by step workbook for readers to proactively build their own learning strategies for leaders in turbulent times
