Empowering Mid-Level Managers – A Business Vital.

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Be it a large multinational organisation looking to expand globally or a domestic firm with aspirations to scale greater heights, one of the most crucial links in these growth plans are the mid-level managers of an organisation.

These are the people who drive the organisational culture to the last employee, create systems that cut bureaucracy and facilitate growth, and are responsible to execute top management strategy while promoting the core values of an organisation. But, often they do not have any say on the strategies and the policy frameworks which are mostly formulated by the top bosses.


"Creating World-Class Mid-Level Managers" was the theme for the October special event of Delhi & NCR Chapter of National HRD Network in association with premiere management institute, International Institute of Management, (IMI) Delhi, country's first corporate sponsored B-School.

After a sumptuous breakfast the session commenced with the President of NHRD Delhi NCR chapter & Executive Director HR Hindustan-Coca Cola, Dr. P V Ramana Murthy welcoming the 200 odd gathering in the IMI auditorium and setting up the context for Ms. Sylva Juliano, an authority on leadership development having spent 13 years with GE in various HR roles including leading mid-level manager development at their Crotonville Leadership Development Center. In her current role as the Coca-Cola University Director of Learning and Development for the Bottling Investments Group (BIG), she conceptualised, designed the framework and implemented successfully the inclusion and development plan for the global business unit with 80,000 employees around the world, having vast cultural diversity.

A Business Vital - Empowering Mid-Level Managers

Ms. Juliano shared valuable insights on the thoughts leading to the process flow adopted for designing the global learning strategy meant to drive business results in a desired operating culture. While providing inputs on quality learning initiatives that build successful managers and leaders who are supposed to bring in organisational transformation she mentioned that the most important thing one should do before initiating the process is to make an in depth need-analysis by studying high performing teams.

The key attributes was cross functional understanding and good functional skills for the managers and based on the analytics, the rich content was created. To make the program successful one needs to make it participatory in nature and for which it is quintessential to communicate the big picture properly and clearly to both the top management and the mid-level managers.

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