grow leaders faster than the competetion

Here’s an abstract of Ramalinga Raju’s interview published in The McKinsey Quarterly, September 2007:

In an interview with Prashant Gandhi and Joydeep Sengupta, published in The McKinsey Quarterly, Raju explains that he comes at business from a slightly different perspective than some of his competitors—his background is not in technology but in business. He believes that business value can be created through the proper balance of three critical tasks: Thinking (strategy and innovation), Doing (operational excellence) and Communicating (connecting intimately with stakeholders), which Satyam calls the TDC model.
In many companies, he says, most of the thinking and communicating is done at the top, with most of the doing being done by those at the bottom. But in knowledge industries, this hierarchical structure does not work. At Satyam, a different leadership model is followed, with leaders created throughout their organization. The advantage of a distributed leadership model is the ownership of results resides with the leaders closest to the stakeholders (who may be colleagues, investors or clients). And with everyone in the company educated in the same philosophy, the hope for result is a "One-Satyam" experience for all the stakeholders.
What is intriguing about this type of organizational model is it empowers people at all levels of the company to act in the best interests of clients, investors and their colleagues. It is not enough to just act in the interest of the client or the investors, if that focus has a negative impact on employee morale and motivation. Moreover, with roughly 2,000 groups at Satyam (dubbed "Full Life Cycle Businesses") operating from the same set of principles and taking full responsibility for creating value for their particular business, they have a workforce that can be disassembled and put together again—like LEGO blocks—to achieve consistent results on the next project they find themselves assigned to.
"We consider ourselves in the business of building leaders," says Raju. "The most effective way of realizing our goals and objectives is to grow leaders faster than the competition." With a shortage of experienced personnel expected to be a growing global problem, this fine-tuned focus on leadership will be key to long-term business success.