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Many forward-thinking companies have put in place detailed leadership development programs within their organizations. The Apex Talent Management Council, which is constituted at all Mahindra group businesses, is chaired by the Group CEO and consists of the head of HR, the CFO and an executive director. This Council identifies top talent within the company, across various functions and these people are then sent to development centers, where the training department isolates the skills they need to develop. Arun Nanda says: "However good the planning is, if you only pay lip service to it instead of implementing it in a disciplined manner, you will probably be dealing with drop-dead situations. This would defeat the very purpose of the entire exercise." Organization culture also plays an important role in how companies implement their strategy on succession. Harsh Mariwala says: "The culture needs to be one of openness and participation, where potential leaders get an opportunity to wear what we call an organizational hat. This could be as part of a task force, or part of a group that debates organizational issues and policies. This provides them with a far wider perspective than their own functional practices." Thus, a continuous dialogue in terms of participative and interactive forums is crucial in order to develop a strong pipeline of leaders. Furthermore, in the case of a CEO succession pipeline, profit center management is also important. One cannot move directly from a functional leadership role into a CEO position, because one lacks experience in managing a profit centre. Companies need to have multiple profit centers — either in terms of different businesses or different countries where the potential CEO can be rotated. Only then is it is possible to build an effective leadership pipeline within the company.