LEADERSHIP PROGRAMMES AT LUMS

Designing a meaningful programme that creates real impact is a challenge especially within the context of
leadership with diverse variables. Extensive experience in working with different corporations and indepth industry interaction enables LUMS faculty to take a diagnostic view of the core challenges and
roadblocks confronting the relevant target cadre and create a programme that generates real value for
the organization.
Most programmes transcend across multiple directions involving intricate informational links based on
industry dynamics and market shifts. The theme for all programmes is derived from the competitive
setting of the organization in the industry and key factors necessary for gaining a specific advantage.
Clubbed with focus on executives personal learning as well as alignment with organizational objectives,
custom programmes achieve two-fold outcomes. Below is a typical flow of the leadership programmes
and themes covered in different programmes:
Stage I
Understanding
leadership style and
team development

Stage II
Developing
Understanding and
Strategic Oversight

Stage III
Organizational
Alignment and
Industry context

Personal
Development Module

Capability
Development Module

Strategy Alignment
Module

Core Themes:
Leadership styles and
frameworks
Assessing your
leadership potential
Team Building &
Collaboration
Team Communication

Core Themes:
Strategic Thinking &
Competitive Assessment
Leading and managing change
Assessing the financial health
of a firm
Understanding functional
synergies for implementing
business strategy

Core Themes:
Key industry indicators
and organizational
placement
Understanding strategic
milestones essential for
organizational growth
Crafting competitive
strategy based on
industry indicators and
strategic milestones.

Programme models may differ in terms of module coverage based on the cadre of executives and
organizational need. Our programmes are designed to enable senior executives to identify and understand
their leadership style. The participants explore their leadership approach through real-life examples and
comparison with leadership role models. Immersed through experiential activities and simulations,
participants are sensitized to team motivational factors, importance of open communication, conflict
management and trust building. A step by step project is incorporated for developing a concrete personal
action plan for achieving the desired leadership outcomes.
Below are some of the custom projects developed by REDC in the specified area:

LEADERSHIP PROGRAMMES AT LUMS

INNOVATIVE LEADERSHIP DEVELOPMENT EXPERIENCE IN FMCG
Leading in today's global and multi-generational world insinuates new challenges, and a clichd approach
to leadership no longer yields desired results. Realizing the need to sensitize its senior management to
organizational leadership and develop ownership, a multinational FMCG company approached LUMS to
develop a programme to address the following objectives:

Alignment with Organizations leadership framework and recognition of the executives as the next
strategic leaders
Managing team challenges proactively, determining team autonomy, taking initiative and ownership,
handling group politics
Familiarity with what is leadership and how to practice it with peers, groups and individuals
Understanding of self leadership style within the context of 360 degree feedback and developing
concrete action plans for self development

LUMS developed a programme for 100 executives spread over 7 residential days and delivered over 4
cohorts with 25 participants in each. Designed as a residential programme, the sessions ran late into
evenings and were enriched by hands on simulations and work on individual action plans. Over the first
set of 5 days at LUMS, participants explored:
1.
2.
3.
4.

Leadership Styles - Understanding Oneself (assessment tools/case studies)

Leading and Influencing Team (case studies/simulations)
Leading and Developing People (video cases/case studies)
Alignment with the Organization (customized templates/case studies/projects)

A month later the participants reassembled at LUMS for another 2 days for 360 degree feedback facilitated
by LUMS faculty and in class discussion of the reports received. This was complemented by development
of individual action plan based on the feedback from 360 degree instrument.
To maximize the learning output, the faculty also coached 117 executives for incorporating the 360
degrees feedback in the organization and align the executives leadership style within the context of
organizational framework.

LEADERSHIP PROGRAMMES AT LUMS

FROM TRANSACTIONAL TO TRANSFORMATIONAL LEADERSHIP IN TELECOM
Organizations require executives that are no longer transactional but inspirational and innovative. Their
role is critical in developing and reinforcing leadership capabilities in accordance with the organizations
strategy and in line with the industrial context. A global telecom company approached REDC to address
this need for leadership development and organizational alignment through a Transformational
Leadership Workshop.
LUMS developed a 4- day residential Transformational Leadership Programme specifically for senior
executives to provide a unique perspective on leadership with the aim of achieving the following Learning
Outcomes:
-

Leading with impact in uncertain and highly competitive environments

Realigning leadership quotient with the strategic direction of organization and inculcating a holistic,
forward looking and innovative mindset
Understanding how to effectively influence up and down
Exploring key relationships among performance, personal development, leadership and visibility to
impact organizational outcomes
Making transition to senior management: Understanding and determining the stepping stones leading
to the next stage

The workshop enabled senior executives to identify and understand their leadership style. To facilitate
an immersive and meaningful learning experience, LUMS carefully selected pre- work in the form of
documentaries to enable participants to explore their leadership approach through real-life examples and
comparison with leadership role models. Immersed through experiential activities and simulations,
participants were sensitized to team motivational factors, importance of open communication, conflict
management and trust building. A step by step project was incorporated for developing a concrete
personal action plan for achieving the desired leadership outcomes.
Specifically, the programme explored the following themes:
-

Vision, Strategy and Sense of Urgency

Leaders Role in Company Strategy
Culture and Competitive Advantage
Being a 360 Degree Leader
The Changing Role of Middle Management
Power and Influence
Leadership and Innovation
Collaborative Decision Making
Mentorship and Feedback Activity
Personal Development Plan/Action Plans (alignment with organizational strategy)

LEADERSHIP PROGRAMMES AT LUMS

LEADING THROUGH MARKET ALIGNMENT Marketing for Impact
A leading packaging organization approached LUMS to facilitate in development of their executives
through a rigorous multi-tiered programme. The dilemma faced was the mindset and approach of the key
executives in understanding and interacting with the market and customer base. A two-pronged approach
was recommended to cover leadership development as well as to explore strategic marketing. The
perspective essentially was to go from Market driven to market driving, to understand the customer
base and develop personal leadership action plan and also develop a strategic plan based on client
engagement and competition analysis. In brief, this experiential programme focused on the areas of
leadership development and marketing strategy with an objective to sensitize participants to develop:

Personal Development Plans Aligned to Organizational Goals and Objectives

Business Plans for their teams aligned to overall strategy of the organization

REDC developed a modular programme for 36 executives spread over a total of 6 days with adjoining
sessions on leadership and marketing. Immersed with group based activities, experiential exercises and
simulations the programme focused on assessment of leadership capabilities through an identification of
personal and leadership gap analysis and development of a proficient marketing strategy through
addressing the interrelated issues.
The participants were exposed to and explored the dynamics of:

Developing leadership insights to address the issues of middle management

Resolving intra-organizational conflicts through leading effectively
Debating and understanding industry dynamics, client psyche and competitive patterns
Finding Value Innovation

Below is the flow of the 6-day programme design:

Day 1
Leadership and
Organizational
Challenges

ChallengesCompetencies
GAP Analysis

Work
on
Personal
Development
Plan/ Marketing
Strategy plan

Day 2
Team Building
and
Collaboration
Across
Functional Areas

Day 3
IntraOrganizational
Conflicts

Day 4
Marketing
as
Strategy: Valued
Customer

Day 5
Marketing
as
Strategy: Value
Proposition

Day 6
Communication
Power
and
Influence

The
Changing
Role of Middle
Management

B2B Marketing
Strategy
Simulation

From
Market
Segments
to
Strategic
Segments
Challenges
Opportunities:
Learnings
for
Personal
Development
and Marketing
Strategy Plan
Blue
Ocean
Strategy

Giving
Receiving
Feedback

Marketing
as
Strategy: Value
Network

Work
on
Personal
Development
Plan/ Marketing
Strategy plan

Managing
Segments
Customers

Work
on
Personal
Development
Plan/ Marketing
Strategy plan

and

Progress report
on Action and
Strategy Plans

and

From
Market
Driven to Market
Driving
Beating
the
Commodity
Magnet
Presentation on
Action
and
Strategy Plans to
Top management