Mr. Ranjit Shahani is the Managing Director and Vice Chairman of Novartis India Ltd. and has been its Executive Director since November 1, 2002. Ranjit is a graduate of Indian Institute of Technology (IIT), Kanpur and MBA from Jamnalal Bajaj Institute of Management Studies. He is actually a technocrat, but built his career in the chemicals and pharmaceuticals industry. After a career with ICI India Ltd, he had spent a few years with ICI/Zeneca in United Kingdom, overseeing their Asia Pacific and Latin American operations in their Petrochemicals and Plastic Division. This was followed by a period as CEO at Roche Products Ltd., India. He then moved to Novartis India Limited in 1997. As Past President of Organisation of Pharmaceutical Producers of India (OPPI), he has been in the forefront in creating awareness of the challenges facing the Pharmaceuticals industry and how patents serve as innovation growth drivers.
The demands on leadership are intense and the spotlight seldom leaves you,
so it's very important to be yourself. Especially in the corporate world
there are always expectations that cause people to behave in ways which I
won't say are undesirable but are definitely not like themselves. So first
and foremost it's very important to be yourself.
2. How do you think organizations should evaluate/measure "quality of leadership"?
Without a clear vision, a leader cannot be effective. Clean communication and the ability to inspire and build trust in the team and dealing with ambiguity are critical qualities of leadership.
3. How can one improve one's leadership skills?
Key is to listen and communicate effectively. Always keep a positive attitude serving as a role model, encouraging creativity and ensuring people make their positive contributions.
4. What are the three most important challenges in front of leaders in today's times?
The three most important challenges facing leaders today are:
5. What in your views are most effective ways/techniques for grooming future leaders?
Nurturing future leaders is key to any organisation's success. Talent is a key competitive advantage. Personal engagement and commitment from Senior Leadership for skillful coaching, mentoring and feedback practices must be woven in the DNA of the organization.
6. When should a leader call it quits?
Key factors that play into the decision to continue to work or call it quits are:
7. Which leader in the Corporate world do you admire and why?