There’s this wide-spread notion that Indians aren’t good at innovation but just dishing out services to support someone else based in India or else where. While it may appear to be trivializing a broad subject as ‘innovation’ by linking it with the movie, 3 Idiots, now running to packed houses in the country – it is a reflection of how a broad subject hitherto restricted to the realms of intellectuals can be simplified and served to the masses. From the definition of manufacturing to flying a small airplane to successfully delivering a baby sans any medical support – the movie offers enough for innovative minds to chew. The fact is that there is perhaps no other country which is as stretched as India when it comes to leveraging resources – natural or otherwise. And that very fact make Indians adaptive innovators. We come out with the most effective solution though it may not be the best when it comes to presentation of the same.
No doubt, India’s innovation prowess can be substantiated by several products that left the worldwide market bemused – Nano being the latest. How about the Mumbai dabbawalas – who gave management gurus new framework on process innovation? If one delves into India’s business landscape, examples of innovations would come out in plenty. Who can forget the shampoo sachets customized for a specific audience in India? According to Navi Radjou, Executive Director of the Centre for India & Global Business (CIGB) at Judge Business School at the University of Cambridge, Indians have a penchant for turning adversity — such as widespread scarcity of natural and financial resources in India — into an opportunity to innovate and create more valuable products and services at less cost for more people. Radjou provides the example of Harish Hande, who founded SELCO in Bangalore, India in 1995. While the Indian government is still deliberating on how to effectively deliver electricity to the 600 million Indians who live off the grid, Harish has already sold more than 100,000 modular solar lighting systems in the remotest regions of India. His firm SELCO employs an innovative business model that relies on a cost-effective grassroots distribution network to deliver affordable electricity on a pay-as you-go basis to underserved Indian shops, households, and schools to power their everyday socio-economic activity.
As the shift to the networked economy becomes more pronounced, the world will possibly embrace India’s standards of innovation – quick and cost-effective. Why? Couple of reasons:
a) Innovation can’t wait: As competition increases, faster innovation-to-market will become a norm. Organizations will open their innovation horizon – beyond a captive center - and equip themselves to understand the market they serve and also the adjacencies. Innovation will not be restricted to a specific number of people in the organization but manifold implying the rise of intrapreneurs.
b) Cost of innovation: Obviously, with the need for more and more innovations, cost will race down the spiral and force companies to leverage best resources across the network. Having said that innovation will also become customized to address specific markets. Example, IBM’s spoken web initiative in India.
c) Innovation will be value-based: Incremental or disruptive, as organizations focus on addressing specific markets by customizing their innovation initiatives, the focus will necessarily be on extending the best value for their customers. Recall the introduction of shampoos through sachets in rural India – the customer proposition will be largely value-based of which cost becomes a significant component.
Tuesday, January 26, 2010
Monday, January 18, 2010
When you're in Australia, do as the Australians
It was one of those days when our neighbour was forced to stretch his parking area -
his sedan slightly encroaching upon our area. That was enough for my wife to spent
her energy - repeatedly checking if he corrected himself and warning me how in the
long run this could potentially become a habit. Obviously, her tolerance limit was low. The neighbours weren't any different;my wife was forced to reduce her tolerance. For that matter, such behaviour seems to be common.we increasingly tend to become ourselves and would love to have a system or society that is favourable to our way of thinking or culture.
Cut to Australia where Indians are facing so called racism. The issues seem to
have grabbed media attention all of a sudden. The question is whether the same has
been happening for a long time and been kept away from the media or has racism cropped up all of a sudden? The latter seems to be more probable going by the increasing number of Indians targeting the land of kangaroos as a destiny of promise. The real issue also lies in the burgeoning Indian population in Australia.
As the numbers swell, they excessively try to be themselves-replicating culture, tradition,festivities etc challenging the established and distinct social structure prevalent in the country. It is a case of repeatedly challenging the tolerance levels of natives and provoking them to eject those trying to force fit something new to the system. Indians conveniently forget the age old saying-when you are in Rome, do as the Romans. Like in business, diverse culture should blend efficiently towards building best practices, thus realizing a common goal.
Until and unless Indians seek to blend with the Australian culture, challenges will mount and individuals will face the brunt.
his sedan slightly encroaching upon our area. That was enough for my wife to spent
her energy - repeatedly checking if he corrected himself and warning me how in the
long run this could potentially become a habit. Obviously, her tolerance limit was low. The neighbours weren't any different;my wife was forced to reduce her tolerance. For that matter, such behaviour seems to be common.we increasingly tend to become ourselves and would love to have a system or society that is favourable to our way of thinking or culture.
Cut to Australia where Indians are facing so called racism. The issues seem to
have grabbed media attention all of a sudden. The question is whether the same has
been happening for a long time and been kept away from the media or has racism cropped up all of a sudden? The latter seems to be more probable going by the increasing number of Indians targeting the land of kangaroos as a destiny of promise. The real issue also lies in the burgeoning Indian population in Australia.
As the numbers swell, they excessively try to be themselves-replicating culture, tradition,festivities etc challenging the established and distinct social structure prevalent in the country. It is a case of repeatedly challenging the tolerance levels of natives and provoking them to eject those trying to force fit something new to the system. Indians conveniently forget the age old saying-when you are in Rome, do as the Romans. Like in business, diverse culture should blend efficiently towards building best practices, thus realizing a common goal.
Until and unless Indians seek to blend with the Australian culture, challenges will mount and individuals will face the brunt.
Sunday, January 17, 2010
The clean state principle
My kids demand a clean sheet of paper to show their artistic talent, mostly when they have nothing else to do. At 2 and 5, their effort isn't anywhere close to art but a reflection of their observation. A simple straight line would be termed a snake, for instance. The uncomplicated drawings and clear justification for the same also connote something very important - a clear mind that acts like a powerful absorbant. It's unadulterated even though it is untethered. They demand a clean sheet of paper as they seek something that resemble their mind, which can clearly articulate even the most complex article that they come across with ease.
Is there a lesson for us adults? Of course. Let us first take our approach to people. We meet someone and we become judgemental immediately. The person is most often lacking in something even if he or she is friendly, smart or intelligent. With that in mind, it becomes a challenge at the workplace to strike a cordial relationship. Move over to activities at work. There is always one way of carrying it out and the best way is yours. No one cares the fact that it is an expression of mind and it could differ from people to people. There is a mindset in carrying out activities and it increases with the size of an organization.
Can't we leverage the 'clean state principle?' Such an initiative is important for the success of the organization as well as individuals key to drive success.
The clean state principle means the need for viewing resources - people, activity, process etc- as a leverage for driving competitive differentiators. A person could bring fresh perspective, new competence to the organization.However, this can be attained only if the organization permits a culture of openess. A new person should be seen as someone who could make a difference at an individual level. What is the difference in this approach? Well, it is not a top-down approach but a bottom-up one where every individual strives for a clean state every day.
Is there a lesson for us adults? Of course. Let us first take our approach to people. We meet someone and we become judgemental immediately. The person is most often lacking in something even if he or she is friendly, smart or intelligent. With that in mind, it becomes a challenge at the workplace to strike a cordial relationship. Move over to activities at work. There is always one way of carrying it out and the best way is yours. No one cares the fact that it is an expression of mind and it could differ from people to people. There is a mindset in carrying out activities and it increases with the size of an organization.
Can't we leverage the 'clean state principle?' Such an initiative is important for the success of the organization as well as individuals key to drive success.
The clean state principle means the need for viewing resources - people, activity, process etc- as a leverage for driving competitive differentiators. A person could bring fresh perspective, new competence to the organization.However, this can be attained only if the organization permits a culture of openess. A new person should be seen as someone who could make a difference at an individual level. What is the difference in this approach? Well, it is not a top-down approach but a bottom-up one where every individual strives for a clean state every day.
Thursday, January 07, 2010
Rise of social networks will diminish value of journalism
An increasing number of journalists are reserving their best – comprehensive and incisive articles – for their independent blogs. Competitive landscape for journalism is certainly changing and expectedly, established media houses are employing dedicated resources towards building their presence in the new mediascape. In the absence of incentives for providing content for another medium, journalists, especially the senior folks tend to set out on their own. Their independent venture is usually blessed with readership from the erstwhile print publications. With the new medium proving to be interactive and lucrative, seasoned journalists are increasingly being lured to online medium. Print publications are left with fresh minds trying to match wavelengths of CXOs and industry analysts. With few in numbers, they are increasingly relying on corporate communication executives for content. The result is for everyone to see. The dailies seem to be focusing on more positive news with industry trends, corporate profile, management profiling etc finding flavor.
The rise of social networks that relies on real-time news is also forcing organizations to rethink their communication strategy. A wrong move could trigger off uncontrollable dissemination of news. Organizations are today holding back on communication – be it external or internal or they are focusing even more on the ‘key messages’ they want to deliver. In summary, they are making the journalists job much more challenging. For the same reason, print publications are unable to provide business decision makers a platform to get insight on their industry. More importantly, CEOs are under less public pressure as most of their strategies are confined to the four walls of their organizations – no one questions the efficacy of the same until the organization slips remarkably.
The rise of social networks that relies on real-time news is also forcing organizations to rethink their communication strategy. A wrong move could trigger off uncontrollable dissemination of news. Organizations are today holding back on communication – be it external or internal or they are focusing even more on the ‘key messages’ they want to deliver. In summary, they are making the journalists job much more challenging. For the same reason, print publications are unable to provide business decision makers a platform to get insight on their industry. More importantly, CEOs are under less public pressure as most of their strategies are confined to the four walls of their organizations – no one questions the efficacy of the same until the organization slips remarkably.
Tuesday, December 29, 2009
'Forwarding' happiness?
It’s apparent by the dozens of ‘mail forwards,’ that happiness is much in demand. The stakes seem to go up by the day with ‘forwards’ stating tangible values as the outcome. Well, who doesn’t want a million, especially when it could come after a few clicks – keying in names from the friend’s list. A new job? It’s not surprising that ‘forwards’ reflecting ‘new jobs’ have been on the rise as the downturn had rendered many jobless. Any mail promising something even remotely close to a job would certainly entice the jobless and hence the rise in such forwards. ‘Forwards’ have become a priority for many - my friends and relatives categorize them as important, urgent etc. They can’t be blamed. When you’re in a sticky wicket – you tend to reach out to even the most impertinent of stuffs. And, when there’s a tinge of a intimidation in the ‘forward,’ there is desperation and hence it goes to the ‘urgent’ mails. On many occasions I have myself opened ‘forwards’ that blaringly stated – ‘if you don’t forward this to 10 friends in the next 10 seconds, your boss will call you aside to share a bad news.’ Do I take a chance?
These days I ignore most of the forwards and try to stay focused on what I want. It’s a lesson I learnt from a friend who was desperate to get clients for his new consulting business. He went through a rough patch especially in the first few months when the recession set in. However, his undying passion and perseverance in following up with prospective clients; long wait at several coffee shops across the town clearly reflected a promising future for the business. He is now a jet-setting consultant but still trying to push clients for the next appointment. When asked the secret of his success and that too in a short time, he said, ‘what you focus is what you get?’ That for me was a powerful statement with multiple connotations. Ever since that day, it was easy for me to overlook enticing mails – be it job offers or a million for just forwarding.
Coming back to the forwards reflecting happiness – if one is genuinely focused on creating happiness to 10 others – am certain it’s just a call away or worse a personalized e-mail away. Remember the days when we were deprived of such instant communication tools, the days when we wrote long letters to friends? We were always trying to establish a connect, which would provide an emotional high, right? Why can’t we recreate such ‘happiness’ with instant communication tools? Every time I call my Mom, she says don’t forget to call on Sunday evening thinking that am busy and can set aside time only on Sundays for her. Well, these days I call her at least twice a week. One interesting change has been the change in the structure of our relationship network – from a two-way, expectation-free network, our relationship is turning out to be unidirectional and purely driven by profit motives. It is so because one ‘expects’ something back from the relationship being established. The moment one ‘expects’ something from a relationship, there will arise a critical yardstick called satisfaction. Knowingly or unknowingly one prioritizes activities to carry on the relationship, based on the ‘expectation’ and the ‘satisfaction’ derived from the same. Happiness is thus only a possible outcome.
As the authors of The Go Giver says, When you base your relationships – in business or anywhere else in your life – on who owes who what, that’s not being a friend. That’s being a creditor. The authors further state that “Your influence is determined by how abundantly you place other people’s interests first.” For me, it’s all about being invested in people, it’s all about ensuring the person next to me is happy.
These days I ignore most of the forwards and try to stay focused on what I want. It’s a lesson I learnt from a friend who was desperate to get clients for his new consulting business. He went through a rough patch especially in the first few months when the recession set in. However, his undying passion and perseverance in following up with prospective clients; long wait at several coffee shops across the town clearly reflected a promising future for the business. He is now a jet-setting consultant but still trying to push clients for the next appointment. When asked the secret of his success and that too in a short time, he said, ‘what you focus is what you get?’ That for me was a powerful statement with multiple connotations. Ever since that day, it was easy for me to overlook enticing mails – be it job offers or a million for just forwarding.
Coming back to the forwards reflecting happiness – if one is genuinely focused on creating happiness to 10 others – am certain it’s just a call away or worse a personalized e-mail away. Remember the days when we were deprived of such instant communication tools, the days when we wrote long letters to friends? We were always trying to establish a connect, which would provide an emotional high, right? Why can’t we recreate such ‘happiness’ with instant communication tools? Every time I call my Mom, she says don’t forget to call on Sunday evening thinking that am busy and can set aside time only on Sundays for her. Well, these days I call her at least twice a week. One interesting change has been the change in the structure of our relationship network – from a two-way, expectation-free network, our relationship is turning out to be unidirectional and purely driven by profit motives. It is so because one ‘expects’ something back from the relationship being established. The moment one ‘expects’ something from a relationship, there will arise a critical yardstick called satisfaction. Knowingly or unknowingly one prioritizes activities to carry on the relationship, based on the ‘expectation’ and the ‘satisfaction’ derived from the same. Happiness is thus only a possible outcome.
As the authors of The Go Giver says, When you base your relationships – in business or anywhere else in your life – on who owes who what, that’s not being a friend. That’s being a creditor. The authors further state that “Your influence is determined by how abundantly you place other people’s interests first.” For me, it’s all about being invested in people, it’s all about ensuring the person next to me is happy.
Sunday, December 13, 2009
Is Mukesh Ambani a good leadership brand?
The trip to Mumbai made me think of leadership styles and the perception it evokes amongst public . An under construction multi-storied building started it all. The building apparently is a multi-crore project by Mukesh Ambani to house his family; clearly reflecting his taste for luxury and reason for being in the Forbes richest list. Now, it's believed, at least in India that a successful person-in
business or otherwise is one who is humble and relentlessly working towards uplifting the needy. More importantly, I was reminded of what Management Guru, the late Peter Drucker said, “The CEO is the link between the Inside that is ‘the organization,’ and the Outside of society, economy, technology, markets, and customers. Inside there are only costs. Results are only on the outside.”
Mr.Ambani seems to be an exception. The cabby who was driving us to the hotel from the airport related Mukesh Ambani's ambitious project in the middle of India's commercial capital-Mumbai to Ratan Tata's gesture towards terror victims of Taj Mahal hotel. Tata, Chairman of Tata Sons is obviously held in high esteem as he went out of the way to be a part of the grief stricken families. This is an era where business leaders are required to evoke inspiration. Young executives – increasingly trying to integrate corporate social responsibility into their daily activities are reflecting a renewed passion for purpose and values, a sense of responsibility to local and global community. More and more of these executives are seeking a work atmosphere that reflects a ‘business movement’ aimed at addressing a larger social cause. Does Mukesh Ambani fit into this?
According to John Baldoni, a leadership consultant, leaders have an identifiable persona that is a reflection of what they do and how others perceive them. It is called the leadership brand. According to him, the leadership brand is a reflection of the leader’s credibility. The objective is to develop it wisely and nurture it carefully so as to help create strong bonds of trust with followers. What it is not is all the more important. Leadership brand is not about chasing visibility. Mukesh Ambani has reportedly sponsored an event to felicitate Sachin Tendulkar after the cricketer finished 20 years in cricket. With most of the bollywood's 'who is who,' the event seem to be an ideal set up for garnering personal visibility. Do we see Ratan Tata doing similar PR exercises?
business or otherwise is one who is humble and relentlessly working towards uplifting the needy. More importantly, I was reminded of what Management Guru, the late Peter Drucker said, “The CEO is the link between the Inside that is ‘the organization,’ and the Outside of society, economy, technology, markets, and customers. Inside there are only costs. Results are only on the outside.”
Mr.Ambani seems to be an exception. The cabby who was driving us to the hotel from the airport related Mukesh Ambani's ambitious project in the middle of India's commercial capital-Mumbai to Ratan Tata's gesture towards terror victims of Taj Mahal hotel. Tata, Chairman of Tata Sons is obviously held in high esteem as he went out of the way to be a part of the grief stricken families. This is an era where business leaders are required to evoke inspiration. Young executives – increasingly trying to integrate corporate social responsibility into their daily activities are reflecting a renewed passion for purpose and values, a sense of responsibility to local and global community. More and more of these executives are seeking a work atmosphere that reflects a ‘business movement’ aimed at addressing a larger social cause. Does Mukesh Ambani fit into this?
According to John Baldoni, a leadership consultant, leaders have an identifiable persona that is a reflection of what they do and how others perceive them. It is called the leadership brand. According to him, the leadership brand is a reflection of the leader’s credibility. The objective is to develop it wisely and nurture it carefully so as to help create strong bonds of trust with followers. What it is not is all the more important. Leadership brand is not about chasing visibility. Mukesh Ambani has reportedly sponsored an event to felicitate Sachin Tendulkar after the cricketer finished 20 years in cricket. With most of the bollywood's 'who is who,' the event seem to be an ideal set up for garnering personal visibility. Do we see Ratan Tata doing similar PR exercises?
Why is India ranked low in IT adoption?
India ranks low in the latest Global Information Technology Report (GITR) report that evaluates IT adoption. It’s appalling considering the potential of this country and the promise seen by MNC technology vendors who are establishing their presence in the country. The country has also been witness to several automobile giants, retailers and manufacturers setting shop - why then this low adoption? The most obvious response would be the economic downturn. However, if reports from domestic IT majors are to be believed, IT adoption in India across verticals has been quite encouraging. The flip side is that India still has a long way to go vis-à-vis other countries when it comes to embracing the digital model for business. In other words, the country is an undersold market for technology.
The report throws light on interesting facts that would see growth in IT adoption in the days to come. For example, it points out that the price of personal computers is falling rapidly and the emergence of a whole new class of laptops, priced as low as US$100 to US$300 is enabling large segments of the population of emerging countries to now get access to affordable computing. Software capabilities are improving steadily, and they account to a large degree for the growth in popularity of social networking platforms and other Web 2.0 services. What’s most intriguing is the growth of members in LinkedIn, a social networking site. This despite the slump in economy. It goes on to show the significance of internet and networking in daily lives. IT seems to be indispensable. While mostly confined to tier I and tier II towns, internet penetration and social networking is increasingly becoming a imperative, especially amongst youth and is expected to drive further growth in cost-effective net-books.
The other reason pointed out in the report is related to the fact that both public- and private-sector leaders now fully accept the important role of ICT in stimulating growth and enabling the development of economies by significantly increasing productivity across sectors. Agility and productivity has become a norm. Imagine booking a railway ticket to any place of choice in India sitting in office, transferring money from the nationalized banks to parents in remote areas. Well, all this when you’re stuck in a remote town – implausible, isn’t it? Jagadish, a fishing contractor based in Nalgonda in Andhra Pradesh is today able to fix the price of his catch even before his boat with the catch nears the shore – thanks to the penetration of the mobile phone. Farmers are able to flash biometric cards for updating their bank accounts on a daily basis or for that matter avail loans without having to spend time at co-operative banks – thanks to technology, which is empowering people at the bottom of the pyramid.
Another key factor that might trigger better ICT growth here is the reverse brain drain. With the downturn, many Indians and even foreign nationals are targeting India as a potential job market. With global exposure and deep domain expertise, these people can leverage their skills to establish market ‘colonies’.
The report throws light on interesting facts that would see growth in IT adoption in the days to come. For example, it points out that the price of personal computers is falling rapidly and the emergence of a whole new class of laptops, priced as low as US$100 to US$300 is enabling large segments of the population of emerging countries to now get access to affordable computing. Software capabilities are improving steadily, and they account to a large degree for the growth in popularity of social networking platforms and other Web 2.0 services. What’s most intriguing is the growth of members in LinkedIn, a social networking site. This despite the slump in economy. It goes on to show the significance of internet and networking in daily lives. IT seems to be indispensable. While mostly confined to tier I and tier II towns, internet penetration and social networking is increasingly becoming a imperative, especially amongst youth and is expected to drive further growth in cost-effective net-books.
The other reason pointed out in the report is related to the fact that both public- and private-sector leaders now fully accept the important role of ICT in stimulating growth and enabling the development of economies by significantly increasing productivity across sectors. Agility and productivity has become a norm. Imagine booking a railway ticket to any place of choice in India sitting in office, transferring money from the nationalized banks to parents in remote areas. Well, all this when you’re stuck in a remote town – implausible, isn’t it? Jagadish, a fishing contractor based in Nalgonda in Andhra Pradesh is today able to fix the price of his catch even before his boat with the catch nears the shore – thanks to the penetration of the mobile phone. Farmers are able to flash biometric cards for updating their bank accounts on a daily basis or for that matter avail loans without having to spend time at co-operative banks – thanks to technology, which is empowering people at the bottom of the pyramid.
Another key factor that might trigger better ICT growth here is the reverse brain drain. With the downturn, many Indians and even foreign nationals are targeting India as a potential job market. With global exposure and deep domain expertise, these people can leverage their skills to establish market ‘colonies’.
Monday, December 07, 2009
Teaching is the highest form of understanding
It’s a knowledge-driven economy - individual knowledge and collective wisdom could possibly be the differentiator for success – an individual’s or of organizations. ‘Independence’ has paved way for inter-dependence where the success of an individual or organizations could possibly trigger off world of opportunities for others. In business parlance – the network effect. . At home, Captain Gopinath’s focus in bringing the ‘dream of flying’ closer to the masses helped commoditize flying with low cost carriers stretching the market. Today, millions of Indians fly across the country – saving precious time, enhancing relationships, or simply improving life. Today, every feature story about low cost flying in India has a mention of Captain Gopinath. Take the example of Toyota. Though there are several car manufacturers across the world, the manufacturing process of Toyota is vividly discussed, why?
The answer is simple. We tend to quote or refer ‘learnings’ in our day-to-day conversations. The phenomenon seems to increasing as pressure on individuals ‘to learn’ mounts every day. This is prevalent in an organization as well as outside. With competition elevated to a global landscape, neither organizations nor employees can rest on past glory as competitive differentiators become a moving target. The quest for learning hence is a continuous process and stretches outside the organization. Gary Hamel, the influential business strategist, likes to say that one of the most urgent questions facing leaders (and thus their companies) is, "Are you learning as fast as the world is changing?"
It could possibly be inferred that employees will stick to an organization where continuous learning is encouraged and embedded in its culture. An ex-colleague of mine used to engage all of us in a discussion about latest trends in technology, every day in the morning. We used to discuss, debate and also distribute knowledge assimilated via this exercise to clients and journalists who were in contact with us. All of us would prepare well for the ‘debate’ in the morning lest we run out of points. In a nutshell, we would keenly look forward to the ‘mornings.’ The debate also enabled the team start an in-house journal besides helping win new business mandates showcasing ‘knowledgeable team mates.’
Many leaders have now come to terms with the fact that for their companies to stay ahead of the competition, their employees, cutting across the entire organization, have to learn more than the competitors. Employees will have to acquire new skills, keep tab on emerging technologies, and suggest new ways to do old things, from manufacturing to marketing to R&D. An organization can be a learning one only when it truly understand its people and their unique requirements. Aristotle famously said, "teaching is the highest form of understanding." Ever wondered why the likes of Infosys founder – Narayanamurthy, Air Deccan’s Captain Gopinath to name a few are recalled by the masses? While they stayed focused as leaders in their organizations, they also knew what is ailing the industry, what should people learn and more importantly they were willing to share what they knew. We don’t forget what we learnt and from whom. Our favourite teachers are the ones from whom we have learnt a lot.
The answer is simple. We tend to quote or refer ‘learnings’ in our day-to-day conversations. The phenomenon seems to increasing as pressure on individuals ‘to learn’ mounts every day. This is prevalent in an organization as well as outside. With competition elevated to a global landscape, neither organizations nor employees can rest on past glory as competitive differentiators become a moving target. The quest for learning hence is a continuous process and stretches outside the organization. Gary Hamel, the influential business strategist, likes to say that one of the most urgent questions facing leaders (and thus their companies) is, "Are you learning as fast as the world is changing?"
It could possibly be inferred that employees will stick to an organization where continuous learning is encouraged and embedded in its culture. An ex-colleague of mine used to engage all of us in a discussion about latest trends in technology, every day in the morning. We used to discuss, debate and also distribute knowledge assimilated via this exercise to clients and journalists who were in contact with us. All of us would prepare well for the ‘debate’ in the morning lest we run out of points. In a nutshell, we would keenly look forward to the ‘mornings.’ The debate also enabled the team start an in-house journal besides helping win new business mandates showcasing ‘knowledgeable team mates.’
Many leaders have now come to terms with the fact that for their companies to stay ahead of the competition, their employees, cutting across the entire organization, have to learn more than the competitors. Employees will have to acquire new skills, keep tab on emerging technologies, and suggest new ways to do old things, from manufacturing to marketing to R&D. An organization can be a learning one only when it truly understand its people and their unique requirements. Aristotle famously said, "teaching is the highest form of understanding." Ever wondered why the likes of Infosys founder – Narayanamurthy, Air Deccan’s Captain Gopinath to name a few are recalled by the masses? While they stayed focused as leaders in their organizations, they also knew what is ailing the industry, what should people learn and more importantly they were willing to share what they knew. We don’t forget what we learnt and from whom. Our favourite teachers are the ones from whom we have learnt a lot.
Tuesday, December 01, 2009
Value add
India has been witness to organizational transformations and business model innovations. Pepsi, the beverages major says that it will tailor the company’ global model to suit Indian markets. IBM, has been stressing its unique approach to India by ‘lowering its center of gravity.’ As companies rev up to emerge successfully on the other side of the down-turn, many seem to be changing their business models while trying to be as close as possible to where the action takes place – the market. More and more of these organizations are scampering towards reviewing their own values and culture while simultaneously attempting to adapt to the dynamic local markets, India for instance. It is obvious that only those organizations that are nimble and flexible will thrive as they experience unusual and challenging market scenarios. How can a successful company operating in a mature market in the US replicate the same operating model in a remote village in India? The answer to this lies in the success of shampoo sachets introduced in villages across India by a small firm in Chennai, India. The company, through this initiative changed the existing landscape for shampoos.
How did CavinKare disrupt the market with shampoo sachets? Simple, it understood the market better than the gorillas of the industry. Its employees gave an insight that transformed the company’s fortune. As organizations transform their business model, it is imperative for the employees to change their working model as well. What are the necessary competencies required for the future? Well, the obvious answer would be deep domain expertise that ensure the power to leverage insight as well as foresight. Take the example of IBM. The company leveraged its global ‘Steel expertise’ to develop a template that can be put to use in markets when the demand picks up. It had the foresight that Indian steel manufacturers would adopt the template two years before they actually did. However, it’s common knowledge that there is a dearth for such specialists. Even if they’re available, it’s at a premium.
Such specialists come with unmatched and unbridled passion that organizations find it tough aligning them to their culture. What is the solution? One way to overcome this would be to let employees work part-time – allow them to undertake whatever they are passionate about for the rest of the time. Organizations can align their business goals with employee’s personal goals and derive utmost benefit. There should of course be some alignment of objectives. For instance, a journalist who would like to focus on the NGO’s can possibly pass on intelligence in leveraging the NGO’s for building a targeted information network.
A finance executive who passionately believed in contributing to the society relinquished her plum job to focus on mobilizing funds for a school for the under privileged. Her firm later allowed her to follow her dream but engaged her with the company on a part-time basis. While she could network with the firm’s clients for funds towards the under-privileged, the firm benefitted from her expertise and also the NGO’s client base. As organizations re-visit their values and culture, employees should do the same. It’s time to follow the heart. The finance executive re-joined the firm because she knew the association would be mutually beneficial and that her expertise in the firm could uplift a part of the society.
As Rosabeth Moss Kanter writes, People search more broadly, see more opportunities, and generate more ideas if they are encouraged to think about the world and not just about their function. If they look closely at society, not just as a market abstraction but as a collection of fellow humans with needs worthy of attention, they see that there is always room for improvement. "Better" is always a moving target. When people feel their ideas will contribute to serving society, beyond the quest for revenues and profits, there is an additional motivational boost to focus on new solutions, not just pushing more of what they already know. They care about solving the problem because it is connected with their values, and they are willing to keep working until the problem is solved, not just until they have a product to throw over the transom.
How did CavinKare disrupt the market with shampoo sachets? Simple, it understood the market better than the gorillas of the industry. Its employees gave an insight that transformed the company’s fortune. As organizations transform their business model, it is imperative for the employees to change their working model as well. What are the necessary competencies required for the future? Well, the obvious answer would be deep domain expertise that ensure the power to leverage insight as well as foresight. Take the example of IBM. The company leveraged its global ‘Steel expertise’ to develop a template that can be put to use in markets when the demand picks up. It had the foresight that Indian steel manufacturers would adopt the template two years before they actually did. However, it’s common knowledge that there is a dearth for such specialists. Even if they’re available, it’s at a premium.
Such specialists come with unmatched and unbridled passion that organizations find it tough aligning them to their culture. What is the solution? One way to overcome this would be to let employees work part-time – allow them to undertake whatever they are passionate about for the rest of the time. Organizations can align their business goals with employee’s personal goals and derive utmost benefit. There should of course be some alignment of objectives. For instance, a journalist who would like to focus on the NGO’s can possibly pass on intelligence in leveraging the NGO’s for building a targeted information network.
A finance executive who passionately believed in contributing to the society relinquished her plum job to focus on mobilizing funds for a school for the under privileged. Her firm later allowed her to follow her dream but engaged her with the company on a part-time basis. While she could network with the firm’s clients for funds towards the under-privileged, the firm benefitted from her expertise and also the NGO’s client base. As organizations re-visit their values and culture, employees should do the same. It’s time to follow the heart. The finance executive re-joined the firm because she knew the association would be mutually beneficial and that her expertise in the firm could uplift a part of the society.
As Rosabeth Moss Kanter writes, People search more broadly, see more opportunities, and generate more ideas if they are encouraged to think about the world and not just about their function. If they look closely at society, not just as a market abstraction but as a collection of fellow humans with needs worthy of attention, they see that there is always room for improvement. "Better" is always a moving target. When people feel their ideas will contribute to serving society, beyond the quest for revenues and profits, there is an additional motivational boost to focus on new solutions, not just pushing more of what they already know. They care about solving the problem because it is connected with their values, and they are willing to keep working until the problem is solved, not just until they have a product to throw over the transom.
Tuesday, November 24, 2009
Network Now
Three months back I met Mosses, a friend who lost his job due to the downturn. It was a surprise why he lost his job. After all, two weeks before our meeting, he was regarded as a key performer, someone integral to the organization's long term plans. Alas, a day can bring in unforeseen and dramatic changes. Mosses was aghast but guess what - it lasted just for a day. He leveraged his expansive network spanning various social networks to seek another permanent job. The response according to him was overwhelming.He was in fact finding it tough to say no to many of them.
Well, the point is that we have come a long way since the days of inland letters, trunk calls and even emails. It just takes a few clicks to activate ones 'network.' More importantly, it is simpler, cost effective and real time. It can be customized to individual needs - one way networking, two ways or multiple ways. In essence, the network can be leveraged to suit ones intended benefits - a reason why Networking hitherto restricted to the extroverts has many takers today. It's kiddish says a successful senior executive, while discussing benefits of the ubiquitous social network. That's when I take the example of Mosses who could seamlessly transition to a new job because of his network. Competition is implausible irrespective of the field, and the market one is in. What one is today need not necessarily remain so. Remember, there is a need to develop a competitive advantage for self more than ever. While firms big and small communicate their competitive differentiators for garnering market share, why not individuals? The task has in fact become imperative. The power of networking help individuals to strongly communicate their differentiators.
Well, the point is that we have come a long way since the days of inland letters, trunk calls and even emails. It just takes a few clicks to activate ones 'network.' More importantly, it is simpler, cost effective and real time. It can be customized to individual needs - one way networking, two ways or multiple ways. In essence, the network can be leveraged to suit ones intended benefits - a reason why Networking hitherto restricted to the extroverts has many takers today. It's kiddish says a successful senior executive, while discussing benefits of the ubiquitous social network. That's when I take the example of Mosses who could seamlessly transition to a new job because of his network. Competition is implausible irrespective of the field, and the market one is in. What one is today need not necessarily remain so. Remember, there is a need to develop a competitive advantage for self more than ever. While firms big and small communicate their competitive differentiators for garnering market share, why not individuals? The task has in fact become imperative. The power of networking help individuals to strongly communicate their differentiators.
Monday, November 02, 2009
Follow your heart
Dad put in over 20 years at Tata Tea and when he finally managed to pull himself out of the comfort zone, he felt he missed out on a lot of learning, which could have been assimilated from outside. Ever since that conversation, I've been in pursuit of variety - for want of better exposure. When companies seek diversity to foster creative thinking, why can't employees adopt the same strategy - i.e, seek diverse employers to accumulate 'best practices'? Nothing wrong, I would say, if one has a sound objective while pursuing variety.A friend of mine recently decided to move on from an MNC consultancy after putting in two years.His chat with me clearly pointed out something significant - in work, as in love, one has to follow his/her heart. As mentioned in my earlier posts, it's important to focus on what matters most as a person. It enables one derive utmost satisfaction from a value perspective - monetarily and otherwise. Why? As one spends time pursuing personal goals that are closely aligned with professional ones, leveraging capabilities inherent or assimilated, one feels that the time is being spent intelligently. In my friend's case - his focus was on social media, his personal interest lie in the same and so does his capabilities.
There are couple of points that one could introspect on:
a. Brand equity - Is brand equity of an employer a priority? There is a phase in ones career, when big labels make a difference. Learning here might not be substantial but from a career perspective - it provides the necessary impetus.
b. Nature of job - There are people who are driven by freedom to do what they want, something intellectually stimulates drives them, challenge is a stimulant. What matters is doing what interests them with enough autonomy. Place of work is not a priority.
c. Security - These are people who have learnt to adapt to a particular atmosphere, developed an ecosystem with people that time and again repose faith in them. They grow at their own pace with the belief that growth is rapid and in synch with industry. These are typically those in PSUs and old economy companies. They hate job hopping and hoppers.
d. Rewards - With increasing peer pressure, there are people who jump in search of monetary rewards. Serious employers will be skeptical in hiring these folks as their CV resembles that of a 'pole vaulter.'
As for me, am continuously in search of challenges that will enable me assimilate 'best practices.'
There are couple of points that one could introspect on:
a. Brand equity - Is brand equity of an employer a priority? There is a phase in ones career, when big labels make a difference. Learning here might not be substantial but from a career perspective - it provides the necessary impetus.
b. Nature of job - There are people who are driven by freedom to do what they want, something intellectually stimulates drives them, challenge is a stimulant. What matters is doing what interests them with enough autonomy. Place of work is not a priority.
c. Security - These are people who have learnt to adapt to a particular atmosphere, developed an ecosystem with people that time and again repose faith in them. They grow at their own pace with the belief that growth is rapid and in synch with industry. These are typically those in PSUs and old economy companies. They hate job hopping and hoppers.
d. Rewards - With increasing peer pressure, there are people who jump in search of monetary rewards. Serious employers will be skeptical in hiring these folks as their CV resembles that of a 'pole vaulter.'
As for me, am continuously in search of challenges that will enable me assimilate 'best practices.'
Thursday, October 29, 2009
Can anyone manage time?
Time is very subjective. For instance, a working professional is constantly chasing a deadline – that’s time for him. A house wife is waiting for the next episode of a serial – the wait is time for her. For a kid – time is always revolving around games. Everyone wants time. But for what? Everyone wants time to do what they want and be satisfied. ‘Oh! I have absolutely no time’ is a common expression, isn’t it? What are they actually complaining of? Did ‘time’ decide to give them a slip? Or, was it a mismanagement of activities? We all know time waits for no one - yet time is always the villain.
My son is supposed to watch television in the morning only when he finish his breakfast. However, by the time he manages to gulp everything down, it is time for school. You can imagine the cacophony one has to undergo, when a four year old misses his favourite ‘Looney tunes’ show. Well, there is no point discussing ‘time management’ with him but just urge him to focus on what he’s doing and finish it faster. Chew the food faster and refrain from pestering his kid sister, for instance. The point here is no one can manage time but everyone can manage the activities, tasks they undertake. Does it mean one has to multi-task and be efficient in doing it? Not really. One will be giving too little attention to too many things while multi tasking and more importantly - fail to do anything well. Like how my son missed his favourite show.
Time is subjective and is measured mostly in terms of satisfaction. A working professional will be satisfied only when his tasks for the day is complete – and to his satisfaction. What one should hence do to ‘manage time’ and to generate satisfaction is to identify the tasks that will create the most value and focus on those. By prioritizing value over the number of tasks; focusing on the things that really matter, one will increase the quality of work and obviously the value one extend. Am worried my son will find more value in watching television than the breakfast he is served.
Remember, time = satisfaction. No wonder then it’s said that a busy person is one who finds time for everything.
My son is supposed to watch television in the morning only when he finish his breakfast. However, by the time he manages to gulp everything down, it is time for school. You can imagine the cacophony one has to undergo, when a four year old misses his favourite ‘Looney tunes’ show. Well, there is no point discussing ‘time management’ with him but just urge him to focus on what he’s doing and finish it faster. Chew the food faster and refrain from pestering his kid sister, for instance. The point here is no one can manage time but everyone can manage the activities, tasks they undertake. Does it mean one has to multi-task and be efficient in doing it? Not really. One will be giving too little attention to too many things while multi tasking and more importantly - fail to do anything well. Like how my son missed his favourite show.
Time is subjective and is measured mostly in terms of satisfaction. A working professional will be satisfied only when his tasks for the day is complete – and to his satisfaction. What one should hence do to ‘manage time’ and to generate satisfaction is to identify the tasks that will create the most value and focus on those. By prioritizing value over the number of tasks; focusing on the things that really matter, one will increase the quality of work and obviously the value one extend. Am worried my son will find more value in watching television than the breakfast he is served.
Remember, time = satisfaction. No wonder then it’s said that a busy person is one who finds time for everything.
Tuesday, October 27, 2009
'Uncertain' lessons
I’ve been a victim of uncertain times. And, as a person notorious for snap decisions – my social medium is filled with posts reflecting uncertainty. It’s after all an established phenomenon that when the future is uncertain, functioning in the present becomes challenging. Obviously, I need to vent my frustration somehow. The good thing is that my network has friends who understand my situation and instill confidence. Then there is this quest towards optimism that enables me to assimilate positive thoughts. The last couple of days have been continuous learning despite the overwhelming negativity.
So, here’s the learning. According to ‘Human Motivation,’ a book by David McClelland, a Harvard psychology professor, Everyone is driven by three things – a) achievement (the desire to compete against increasingly challenging goals), b) affiliation (the desire to be liked/loved) and c) Power - the desire for influence and respect for yourself and the desire to empower others; to offer them influence and respect. The author states that people will remain motivated and engaged if they have the opportunity to do the above.
So, what am I doing? Am trying my best to engage myself with whatever work I have, get connected and try and influence those who need to be…From an organization perspective, employers should realize that people become political when uncertainty spreads, which could be unfavourable especially during challenging times.
So, here’s the learning. According to ‘Human Motivation,’ a book by David McClelland, a Harvard psychology professor, Everyone is driven by three things – a) achievement (the desire to compete against increasingly challenging goals), b) affiliation (the desire to be liked/loved) and c) Power - the desire for influence and respect for yourself and the desire to empower others; to offer them influence and respect. The author states that people will remain motivated and engaged if they have the opportunity to do the above.
So, what am I doing? Am trying my best to engage myself with whatever work I have, get connected and try and influence those who need to be…From an organization perspective, employers should realize that people become political when uncertainty spreads, which could be unfavourable especially during challenging times.
Friday, October 16, 2009
Office is my home, err...is it?
It was one of those usual conversations between colleagues in the office but it raised questions about triggering assumptions based on earlier conversations and then ultimately leading to distrust amongst employees. While the parties sat together to try and resolve the matter, I made a gentle exit with the thought that it was just a case of social interactions getting complex. A little later, an ex-colleague called to say that he is throwing in the towel at his present job. He feels insecurity is ruling over everyday tasks. There is no word of appreciation, absolutely no care from his employer. Undoubtedly, he despises the very thought of heading for work, I could surmise. Yet another casualty of the downturn – how could I help him? Thought, I should spend some time to get more clarity on the situation, I reached out to him.
My doubts were proven right. While my friend was expecting the organization to cheer him up even when the going was extremely tough, he seemed to have been left to fend on his own. With the employee spending close to 12 hours in office, it is but natural to expect ‘care’ from his employer. A quick look at news reports generated in the recent past indicate that organizations are increasingly focusing on growth at the expense of employees instrumental in driving this growth. As someone said, human brain is a social organ. Its physiological and neurological reactions are directly and profoundly shaped by social interactions. A challenge at a professional level might evoke the same response as a challenge at the personal level as the distinction is blurring today.
According to a research done at University of California at Los Angeles, it was found that although a job is often regarded as a purely economic transaction, in which people exchange their labor for financial compensation, the brain experiences the workplace first and foremost as a social system. When people feel betrayed or unrecognized at work — for example, when they are reprimanded, given an assignment that seems unworthy, or told to take a pay cut — they experience it as a neural impulse, as powerful and painful as a blow to the head. Most people who work in companies learn to rationalize or temper their reactions; they “suck it up,” as the common parlance puts it. But they also limit their commitment and engagement. They become purely transactional employees, reluctant to give more of themselves to the company, because the social context stands in their way.
On the other hand when leaders take initiatives to understand their people, make them feel good, clearly communicate what’s expected from employees, give latitude to make decisions, support people’s efforts to build good relationships, and treat the whole organization fairly, it prompts a reward response. Others in the organization become more effective, more open to ideas, and more creative. They notice the kind of information that passes them by when fear or resentment makes it difficult to focus their attention. They are less susceptible to burnout because they are able to manage their stress. They feel intrinsically rewarded.
An organization is today more like an employee’s home where he fosters certainty, each and everyone is treated fairly, caring is a given, and where freedom is not a choice. Every leader or employer should keep in mind that ‘home is where the heart is.’ Where is your employees heart?
My doubts were proven right. While my friend was expecting the organization to cheer him up even when the going was extremely tough, he seemed to have been left to fend on his own. With the employee spending close to 12 hours in office, it is but natural to expect ‘care’ from his employer. A quick look at news reports generated in the recent past indicate that organizations are increasingly focusing on growth at the expense of employees instrumental in driving this growth. As someone said, human brain is a social organ. Its physiological and neurological reactions are directly and profoundly shaped by social interactions. A challenge at a professional level might evoke the same response as a challenge at the personal level as the distinction is blurring today.
According to a research done at University of California at Los Angeles, it was found that although a job is often regarded as a purely economic transaction, in which people exchange their labor for financial compensation, the brain experiences the workplace first and foremost as a social system. When people feel betrayed or unrecognized at work — for example, when they are reprimanded, given an assignment that seems unworthy, or told to take a pay cut — they experience it as a neural impulse, as powerful and painful as a blow to the head. Most people who work in companies learn to rationalize or temper their reactions; they “suck it up,” as the common parlance puts it. But they also limit their commitment and engagement. They become purely transactional employees, reluctant to give more of themselves to the company, because the social context stands in their way.
On the other hand when leaders take initiatives to understand their people, make them feel good, clearly communicate what’s expected from employees, give latitude to make decisions, support people’s efforts to build good relationships, and treat the whole organization fairly, it prompts a reward response. Others in the organization become more effective, more open to ideas, and more creative. They notice the kind of information that passes them by when fear or resentment makes it difficult to focus their attention. They are less susceptible to burnout because they are able to manage their stress. They feel intrinsically rewarded.
An organization is today more like an employee’s home where he fosters certainty, each and everyone is treated fairly, caring is a given, and where freedom is not a choice. Every leader or employer should keep in mind that ‘home is where the heart is.’ Where is your employees heart?
Thursday, October 08, 2009
Are organizations conditioning employees to lose?
This is the time when employees are supposed to do ‘more with less.’ This is also the time when organizations come to terms with ‘productivity and efficiency’ that could have been and so prune resources leaving the rest to address clients clamouring for ‘more with less.’ The situation reminds me about the story of an eagle that was brought up with chickens. The story has it that an eagle’s egg was placed in the nest of a prairie chicken. The egg hatched and the eagle grew up thinking that it was a prairie chicken. It did what the chickens did. One day it saw an eagle flying majestically in the sky and asked the chickens, “what is that beautiful bird?” The chickens replied – “Oh! That’s the mighty eagle, who flies very high. We are prairie chickens – we cannot even think of flying like the eagle.” The eagle didn’t give it a second thought, completely trusting the chickens. He lived and died as a prairie chicken. Born to win but conditioned to lose.
Cut to the corporate nest. With ‘uncertainty and doing more with less’ as the focus, employees behave like the eagle. Am yet to hear someone talk about how organizations should be focusing on how it can make the most positive, possible difference in the future. Implying the future of employees, existing clients and itself. For this to happen, they should think beyond the present. With everyone discussing ‘downturn,’ most organizations today seem to have an installed base of thinking, a myopic view of opportunities – present and future- that compromise investment towards client satisfaction, employee satisfaction and there by growth.
Look at the pressure on listed companies today. It has become imperative for them to focus on numerator growth rather than tinkering their denominator-led strategy. As Wall Street makes it clear to them, “Go ahead, squeeze the lemon, get the inefficiencies out, give us the juice (dividends). We’ll take the juice and give it to companies that are better at making lemonade.” The point is that the focus should be on growth – of employees, clients and the company and that will certainly not be a result of doing ‘more with less.’ Management gurus say that the bus should have right people at the right place at the right time so as to move. Who would want to be in a stationary bus?
Cut to the corporate nest. With ‘uncertainty and doing more with less’ as the focus, employees behave like the eagle. Am yet to hear someone talk about how organizations should be focusing on how it can make the most positive, possible difference in the future. Implying the future of employees, existing clients and itself. For this to happen, they should think beyond the present. With everyone discussing ‘downturn,’ most organizations today seem to have an installed base of thinking, a myopic view of opportunities – present and future- that compromise investment towards client satisfaction, employee satisfaction and there by growth.
Look at the pressure on listed companies today. It has become imperative for them to focus on numerator growth rather than tinkering their denominator-led strategy. As Wall Street makes it clear to them, “Go ahead, squeeze the lemon, get the inefficiencies out, give us the juice (dividends). We’ll take the juice and give it to companies that are better at making lemonade.” The point is that the focus should be on growth – of employees, clients and the company and that will certainly not be a result of doing ‘more with less.’ Management gurus say that the bus should have right people at the right place at the right time so as to move. Who would want to be in a stationary bus?
Tuesday, September 29, 2009
Lessons from 'Abhiyum Naanum'
a. Freedom – Give others the freedom they seek. They ‘know what they’re doing.’ While we might have a strong point against theirs – remember, it’s ‘our point.’ A tree doesn’t grow the way we want it to grow though we nurture it.
b. Trust – Life is a network of networks. And, trust is an integral part in ensuring that the network sustains. Everyone has a reason doing what they are doing. Trust their instincts.
c. Respect – It’s not important to visit a place of worship. Nothing counts more than the ‘respect’ we bestow on others irrespective of their age, profession and social status.
d. Contribute – Happiness is a result of providing something without expecting anything in return. When one is driven by ‘giving,’ it doesn’t really matter if someone else is trying to take advantage of the magnanimity.
e. Surprise – Be ready for surprises everyday. One could take this as continuous learning.
b. Trust – Life is a network of networks. And, trust is an integral part in ensuring that the network sustains. Everyone has a reason doing what they are doing. Trust their instincts.
c. Respect – It’s not important to visit a place of worship. Nothing counts more than the ‘respect’ we bestow on others irrespective of their age, profession and social status.
d. Contribute – Happiness is a result of providing something without expecting anything in return. When one is driven by ‘giving,’ it doesn’t really matter if someone else is trying to take advantage of the magnanimity.
e. Surprise – Be ready for surprises everyday. One could take this as continuous learning.
Friday, September 25, 2009
Too tempting to remain focused
I love the word focus. Unfortunately for me, the seriousness of this came pretty late in life and by then I was all over the place scampering for a share in the ‘me too’ market. And then, someone someday articulated the need to bring some ‘focus’ in life. Ever since that day, am relentlessly trying to integrate my initiatives to sharpen my focus. As an individual it’s pretty easy. Abhinav Bhindra, Sachin Tendulkar to name a few successful people wouldn’t have been where they are now without focus.
Moving over to the corporate jungle, can we recall a company that has a clear focus? Not many, heh! One would believe that organizations would narrow their focus in an intensely competitive global market where products get increasingly commoditized. A quick look at the Indian market would reveal that companies are diversifying, widening their focus to grab as much of the market share as possible. Coca Cola entered and diversified – from colas to drinking water to snacks. I wouldn’t be surprised to see a ‘Coco Cola Hotel’ in future. Unilever - the only thing I recall of the company is its continuous endeavor in reducing the number of brands – amassed over the years chasing existing and non-existing markets. Take the example of Maruti. As a potential customer, do you have a clue of which car to buy from their stable?
The point here is as companies diversify, their focus on extending values diminish. Growth becomes a constant in all strategic plans – straining the management as well as the people on ground. The values promised to customers through various brands, values for employees, values for partners etc. In a world where, brands or for that matter companies disappear within days, it is important for companies to ensure that customers reverberate its values. Recall Lehman Brothers? What happened?
Going back to why I love the word focus. It’s only because it’s an all encompassing word for a company. Focus on people, focus on customers, focus on partners, suppliers, market etc. Everything else will automatically fall into place if the buzz word is focus within a company.
Moving over to the corporate jungle, can we recall a company that has a clear focus? Not many, heh! One would believe that organizations would narrow their focus in an intensely competitive global market where products get increasingly commoditized. A quick look at the Indian market would reveal that companies are diversifying, widening their focus to grab as much of the market share as possible. Coca Cola entered and diversified – from colas to drinking water to snacks. I wouldn’t be surprised to see a ‘Coco Cola Hotel’ in future. Unilever - the only thing I recall of the company is its continuous endeavor in reducing the number of brands – amassed over the years chasing existing and non-existing markets. Take the example of Maruti. As a potential customer, do you have a clue of which car to buy from their stable?
The point here is as companies diversify, their focus on extending values diminish. Growth becomes a constant in all strategic plans – straining the management as well as the people on ground. The values promised to customers through various brands, values for employees, values for partners etc. In a world where, brands or for that matter companies disappear within days, it is important for companies to ensure that customers reverberate its values. Recall Lehman Brothers? What happened?
Going back to why I love the word focus. It’s only because it’s an all encompassing word for a company. Focus on people, focus on customers, focus on partners, suppliers, market etc. Everything else will automatically fall into place if the buzz word is focus within a company.
Thursday, September 24, 2009
Consumer electronic cos getting disengaged
Sony, the electronics giant has over the years built an indelible brand equity amongst consumers with its compelling products-price-performance value proposition. Many of its products have aspirational value that the burgeoning knowledge workers in India would vouch. ‘You got a Sony Bravia, wow!,’ ‘a Sony VAIO – Oh My God!!!’ are common expressions amongst youth these days. The question is whether the company is living to its value proposition? Well, recent events clearly indicate a perception – reality dissonance.
One of my colleagues had a harrowing time chasing the service engineers to replace a part on his Bravia so that he could enjoy the ongoing Champions Trophy. He’s yet to get a response after three weeks. Yet another colleague was figuring out contact details of LG for mending a two year old washing machine. These can be dismissed as one off experiences. However, the intense competition in the consumer electronics market seem to be forcing companies to get disengaged from its ‘fans.’ Can we imagine Sachin Tendulkar snapping at a young cricket fan in public? Do big brands lose customer focus? Can they afford to? A restaurant where am a regular stopped offering customers tea as it curtailed the possibility of selling their money spinners – kebabs, shawarmas and fruit juices. As I sat for my regular parota, chilly chicken and tea, the server informed me about his boss’s decision but offered my regular tea nevertheless. That for me was a ‘wow’ moment. I still go there and binge on parotas and chicken sans the tea.
There’s a lesson for big brands from this. As the business get commoditized, the need for customer focus and service should only increase. After all, customers are increasingly seeking ‘wow’ moments.
One of my colleagues had a harrowing time chasing the service engineers to replace a part on his Bravia so that he could enjoy the ongoing Champions Trophy. He’s yet to get a response after three weeks. Yet another colleague was figuring out contact details of LG for mending a two year old washing machine. These can be dismissed as one off experiences. However, the intense competition in the consumer electronics market seem to be forcing companies to get disengaged from its ‘fans.’ Can we imagine Sachin Tendulkar snapping at a young cricket fan in public? Do big brands lose customer focus? Can they afford to? A restaurant where am a regular stopped offering customers tea as it curtailed the possibility of selling their money spinners – kebabs, shawarmas and fruit juices. As I sat for my regular parota, chilly chicken and tea, the server informed me about his boss’s decision but offered my regular tea nevertheless. That for me was a ‘wow’ moment. I still go there and binge on parotas and chicken sans the tea.
There’s a lesson for big brands from this. As the business get commoditized, the need for customer focus and service should only increase. After all, customers are increasingly seeking ‘wow’ moments.
Monday, September 21, 2009
Employees will drive IT adoption
Saddled with years of investment into IT, maintaining the same and now making the ‘cob-web’ of IT effectively work - CIOs of today have a humongous task. And, when each employee is seen as a cost-center, the proposition of ‘what’s in it for the employee’ becomes the focus while deliberating on next investments. ‘Employee’ will become the center of focus for IT purchase. And, no doubt, industry will soon be abuzz with ‘end-user’ adoption.
Google, Salesforce.com, Citrix to name a few are possibly aiming at this market – the oversold market - where ‘simplicity’ is the norm. The market will soon revolve around what the employees prefer. Are they bothered about servers? Storage? No, not at all. They are only bothered about finishing their work fast and leveraging applications that will enable them to efficiently undertake their work. Google launched an operating system centered around the web as the company saw an increasing number of people relying on the web to carry out their work. Salesforce famous for simplifying ERP and hosting the same on the web is another example. Citrix seems to be simplifying ‘virtualization’ by targeting employees with an effective desktop virtualization solution. All these companies are targeting employees/users in an enterprise.
As more and more employees pull out convenient applications from the web or the ‘cloud,’ there is no doubt that the market will revolve around powering these applications. Remember, how we use electricity for various purposes. Be it powering the refrigerator, geyser or microwave – all it takes is a switch. Do we know where electricity is stored? Now imagine every employee as an equipment – refrigerator, geyser etc. IT should be able to power these equipments, i.e, employees. Like the equipments that decide the amount of power to be consumed for a specific purpose, employees will decide the type of technology they will use.
Google, Salesforce.com, Citrix to name a few are possibly aiming at this market – the oversold market - where ‘simplicity’ is the norm. The market will soon revolve around what the employees prefer. Are they bothered about servers? Storage? No, not at all. They are only bothered about finishing their work fast and leveraging applications that will enable them to efficiently undertake their work. Google launched an operating system centered around the web as the company saw an increasing number of people relying on the web to carry out their work. Salesforce famous for simplifying ERP and hosting the same on the web is another example. Citrix seems to be simplifying ‘virtualization’ by targeting employees with an effective desktop virtualization solution. All these companies are targeting employees/users in an enterprise.
As more and more employees pull out convenient applications from the web or the ‘cloud,’ there is no doubt that the market will revolve around powering these applications. Remember, how we use electricity for various purposes. Be it powering the refrigerator, geyser or microwave – all it takes is a switch. Do we know where electricity is stored? Now imagine every employee as an equipment – refrigerator, geyser etc. IT should be able to power these equipments, i.e, employees. Like the equipments that decide the amount of power to be consumed for a specific purpose, employees will decide the type of technology they will use.
Friday, September 11, 2009
When clients behave badly...
My colleague was upset the way our client spoke to him. Then there was yet another one complaining about an aggressive and hard-to-convince partner in Ahmedabad. Both the colleagues were going back home mentally pooped or sulking in office - forced to tolerate what they had to undergo. We are constantly shocked by the things other people say and do or by the things they don't say and don't do. How can my boss have ignored me? How can my colleague have taken the credit? How can my employee have made that mistake? How can my partner be so inconsiderate? As a leading management practitioner puts it - The problem is not us. And it's not them. The problem is our expectations. It's not that people behave well or badly. It's that we expect them to behave differently than they do. Even when they have proven our expectation wrong time and time again.
The Indian market is attracting lot of interest - it's expanding, integrating diverse interests, cultures and of course redefining tolerance. The likelihood of us interacting with people very different from us is increasing by the day. And of course, we should admit that people who are different do things differently. How often have we come across pople who don't look at us when we speak to them, people retorting, people absolutely quiet.
Have we forgotten the rule - 'Treat other people the way you'd like to be treated?'
It's important for us to take every interaction as an experiment that gives out a little bit more about the individual we are dealing with. It's easy then to change expectations to more accurately align with reality. Every interaction provides a clue to better yourself in dealing with the other. It's because we are automatically changing our expectation every time...
The Indian market is attracting lot of interest - it's expanding, integrating diverse interests, cultures and of course redefining tolerance. The likelihood of us interacting with people very different from us is increasing by the day. And of course, we should admit that people who are different do things differently. How often have we come across pople who don't look at us when we speak to them, people retorting, people absolutely quiet.
Have we forgotten the rule - 'Treat other people the way you'd like to be treated?'
It's important for us to take every interaction as an experiment that gives out a little bit more about the individual we are dealing with. It's easy then to change expectations to more accurately align with reality. Every interaction provides a clue to better yourself in dealing with the other. It's because we are automatically changing our expectation every time...
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