Managing Director & Senior Partner
Mumbai - Nariman Point
The current practices of leadership development are failing leaders around the world. At the BCG Leadership and Talent Enablement Center, we embed leadership development into every transformation, every strategy, and every change to ensure that our clients achieve sustainable results and change.
Vikram Bhalla is the global leader of Boston Consulting Group’s leadership and talent topic and the head of the Leadership and Talent Enablement Center in Singapore. He also coleads the family business topic for BCG globally. He is a core member of the firm’s Industrial Goods practice.
A BCG Fellow since 2012, Vikram is conducting research on family businesses in emerging markets. Much of the previous research on family businesses has centered on the developed world. Vikram’s work focuses on unearthing the unique features, perspectives, and mind-sets of these businesses in emerging markets, where more than 50% of all companies are family-owned.
Vikram was previously the head of the People & Organization practice for the Asia-Pacific region and the leader of the global building-materials topic. Before joining the firm in 1996, Vikram was an intern with ITC, a subsidiary of British American Tobacco.
What do leaders really need to do—what really needs to change—as they transform their companies to become bionic in the post-COVID world?
As change accelerates, most companies are not keeping up. Leaders need to understand the key drivers of change and redesign their organizations with a focus on six core attributes.
All the tech in the world is meaningless without the talent to put it to use.
To ensure its success for generations to come, a family business should adopt only those characteristics of a modern corporation that will augment its distinctive attributes and fit with its culture.
Ranging from automation to demographic shifts to the rise of the freelance economy, these forces are revolutionizing the global market for talent. Is your company ready?
Frontline leaders can have a huge impact on their teams, on an organization’s overall performance, and on customer satisfaction, yet most companies fail to develop them effectively. A three-step program can help.
Many of the largest and most ambitious companies in emerging markets are family businesses. They should be wary of modeling themselves on their counterparts in developed markets.
Companies can generate sustainable gains using a structured approach that includes a comprehensive definition of capabilities, critical practices, and explicit support from leaders.
To promote both strong capabilities and loyalty, family businesses must create processes to develop talent throughout the organization—and apply them rigorously and consistently.
Planning for succession starts with recognizing that it will be one of the most complicated transitions experienced by a family business. BCG has identified ten principles to guide the process and enable the business to thrive into the future.