Speaker Bio

Balaji Krishnamurthy (US)

Dr. Balaji Krishnamurthy is a veteran corporate executive with more than 30 years of corporate experience, having run 16 different businesses in his career. With a Ph.D. in computer science and a strong technology background, he has run a variety of service and manufacturing based, private and public technology businesses ranging from millions of dollars to a billion dollars.

As president and CEO of Planar Systems from 1999 to 2005, he led the company’s transformation from a sleepy technology company to a leading player in the flat-panel display market. Even as the technology industry collapsed, annual sales of this Nasdaq high-tech company more than doubled under his watch to $256 million.

TIMEmagazine recognized him as one of 25 Global Business Influentials, and national publications, such as the Wall Street Journal, have featured Balaji and his innovative concepts as representing a new genre of corporate leadership.

Although Balaji has five advanced degrees from prestigious institutions, his concepts of leadership are shaped from the laboratory of corporate experience rather than the classrooms of academic learning. Yet, his academic training has caused him to structure his experience into practical models and tools that he has used and taught throughout his career and now teaches to corporate executives. Currently, as the Chairman of Think Shift, Balaji communicates his decades of corporate leadership experience through provocative logic and passionate delivery. Known for his innovative and thought provoking concepts on corporate leadership, Balaji works with CEOs to develop organic leadership through an intentional corporate culture.

My programmes
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Developing Leadership Through an Intentional Corporate Culture

The audience will leave with the ability to analyze their own leadership style and agenda. They will have a framework to formulate and articulate intentional corporate culture and tools to develop leadership from within.

Read more

Developing Leadership Through an Intentional Corporate Culture

Overview:

The most common limiting agent for a growing small corporation is neither market opportunity, nor investment capacity; instead it is usually the limited leadership talent below the CEO. Senior leadership frequently focuses so exclusively on the growth of the company, that it often neglects growing its internal leadership, the fuel for continued growth.

Balaji Krishnamurthy insists that while leadership can be developed, it can not be learnt or imitated, and suggests that business leaders must develop a clear and intentional leadership agenda that is their own. Using thought-provoking logic and a passionate style of delivery, Krishnamurthy causes attendee to examine their own unique style of leadership. This style must then be translated into an intentional corporate culture, which becomes a source for developing internal leadership that is consistent with the company's core values. A concrete framework for developing an intentional corporate culture is offered that will allow participants to analyze their current culture against their intent.

While a broad overview of the components of the framework will be covered, time permits an in-depth study of one of the following cultural topics, to be chosen beforehand by the meeting chair/lead:

  • Should the culture serve the shareholders, customers or employees?
  • Creating speed and agility as a corporate asset.
  • Cultural philosophies for staffing, evaluating, and rewarding employees.
  • The science, art and culture of decision making.
  • A culture of consensus and concurrence is the road to mediocrity.
  • Motherhood and apple pie: Cultural ingredients for status quo.
  • Common cultures across disparate sites.
  • Multi-national cultures versus trans-national cultures.
  • Silent dissent and the missing ethic in corporate cultures.
  • Encouraging the heart through a culture of communication.

Outcomes:

The audience will leave with the ability to analyze their own leadership style and agenda. They will have a framework within which they can formulate and articulate their intentional corporate culture. Specifically, they will have concrete tools to analyze a soft subject like corporate culture and use it to develop leadership from within. Most importantly, they will leave energized to act.

Developing Leadership Through an Intentional Corporate Culture

The audience will leave with the ability to analyze their own leadership style and agenda. They will have a framework to formulate and articulate intentional corporate culture and tools to develop leadership from within.

Read more

Developing Leadership Through an Intentional Corporate Culture

Overview:

The most common limiting agent for a growing small corporation is neither market opportunity, nor investment capacity; instead it is usually the limited leadership talent below the CEO. Senior leadership frequently focuses so exclusively on the growth of the company, that it often neglects growing its internal leadership, the fuel for continued growth.

Balaji Krishnamurthy insists that while leadership can be developed, it can not be learnt or imitated, and suggests that business leaders must develop a clear and intentional leadership agenda that is their own. Using thought-provoking logic and a passionate style of delivery, Krishnamurthy causes attendee to examine their own unique style of leadership. This style must then be translated into an intentional corporate culture, which becomes a source for developing internal leadership that is consistent with the company's core values. A concrete framework for developing an intentional corporate culture is offered that will allow participants to analyze their current culture against their intent.

While a broad overview of the components of the framework will be covered, time permits an in-depth study of one of the following cultural topics, to be chosen beforehand by the meeting chair/lead:

  • Should the culture serve the shareholders, customers or employees?
  • Creating speed and agility as a corporate asset.
  • Cultural philosophies for staffing, evaluating, and rewarding employees.
  • The science, art and culture of decision making.
  • A culture of consensus and concurrence is the road to mediocrity.
  • Motherhood and apple pie: Cultural ingredients for status quo.
  • Common cultures across disparate sites.
  • Multi-national cultures versus trans-national cultures.
  • Silent dissent and the missing ethic in corporate cultures.
  • Encouraging the heart through a culture of communication.

Outcomes:

The audience will leave with the ability to analyze their own leadership style and agenda. They will have a framework within which they can formulate and articulate their intentional corporate culture. Specifically, they will have concrete tools to analyze a soft subject like corporate culture and use it to develop leadership from within. Most importantly, they will leave energized to act.

This speaker currently has no keynotes. Please check back soon.

This speaker currently has no retreats. Please check back soon.

My areas of expertise

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