GET THE RIGHT LEADERS- Select leaders not only for business skills but also their

impact on organizations ability to grow.

Company: Goodyear
Goodyear, in deep trouble because of huge debt.
Its new strategy was to get out of a commodity business and market differentiated
products to consumers around the world.





Selection on the basis of traits of successful leaders: Team builders, High IQ, their
values aligns to that on organisation
Capitalising on Young Talent
Replaced Old workforce with new, fresh, energetic young talent : in search of new
ideas.
Engaged top management in Hiring interviews.
HR STRATEGY ADOPTED
Key Learning: Fresh talent should always be welcomed for new ideas
Company: UniCredit
UniCredit CEO Alessandro Profumo also had a bold strategy that required a new
leadership team, but unlike Keegan, he couldnt bring in a raft of outsiders.

In turning his Italian bank into a pan- European financial institution, he would have
to work with existing leaders in diverse countries and cultures, unifying them in a
new mind- setand doing the job quickly.

He accomplished this by enlisting an experienced HR executive Piazzolla as a
business partner who could understand the realities and culture of his new company
and create the necessary systems and social processes.
Company: Private Equity



PE grew explosively from1984 to 2000: cheap
credit.
Scenario changed after 2000 & 2008 financial
hit.
Recruit retired business leaders, to help it
win a redefined competitive game and
strengthen the talent management systems
of the companies in its portfolio.
Other PE giants, KKR and Cerberus-
concentrating on developing stronger HR
teams to build their own talent.
TPG: JIM WILLIAMS

Helped TPG find
top leaders and
developing right
people for right
job.
LGE:
Korea- based LGE became a global player with its low- cost, high- quality consumer
electronics goods.

CEO Yong Nam wanted to take it to the next level, establishing its brand as best brand in
world

Doing that would require replacing its homogeneous Korean leadership bench with
executives who could relate to the local markets.

He needed leaders who had the capacity to define a strategy and sell it, engage and
empower people to contribute their very best, and build cross-cultural teams.

KEY LEARNINGS- Leader should get right people at right place to be successful in the global market.