Archive for the ‘Change management’ Category

MAHATMA GANDHI – a Complete Solution for INDIA and WORLD

March 7, 2007

MAHATMA GANDHI – a Complete Solution for
INDIA and WORLD

FOR  IMPLEMENTATION OF TIMELESS WISDOM OF COSMIC PRINCIPLES  AT PLATFORM OF ACTIONS….  

1].Redefine Nobel prize : Nobel prize for Gandhi or Gandhi for Nobel prize ! a simple question?  

2].Reinvent Innovation : very simple mantras “Satyagraha & Ahimsa” but very very powerful weapons than any types of weapons existing in the world ( at level of root cause )  

3].Reengineering Religion : Religion is about “Truth & Love”. 

4].Reinvent Ledership : Leadership at Indian context and at global context ! a true example of Level 5 Leadership – “Personal Humility + Professional Will” simultaneouly. 

5].Redefine Economics & social developemnt : Sarvodaya : universal uplift – progress of all. 

6].Redefine Education : The purpose of education is to bring out the best in you” : Relevent , practical & moral educationHolistic development of children. 

7].Redefine Management : Undersatnding yourself , your people , your enemies- competitors , your customers – people ,  your nation & world …..very clearly , very simple ,very relevent & contextual to enviroments & conditions. 

8].Reinvent Strategy : Confront the reality – “Descipline people , descipline thougts & Descipline actions” – self evoloving & organic in nature which is very suitable to indian complex enviroments & conditions. 

9].Reinvent Execution :Think at bottom the pyramid and A Proper alignment of strategy to operation &  people  …Actions …Actions….Actions! a final answer. 

~AJAY SINGH NIRANJAN 

Support the Mission : Great Human Capital  

Advertisements

John Kotter on Leading Change: Eight Steps to Transform Your Organization

February 12, 2007

Why the process of change is not sustainable in the organisation ?

What is the step of right change in the organisation ?

How we can lead change or how we can execute the process of change in the organisation?

Kindly link this insightful article written by Peter Coutt at telusplanet.net

John Kotter on Leading change

An excerpt:

John Kotter (who teaches Leadership at Harvard Business School) has made it his business to study both success and failure in change initiatives in business. “The most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces satisfactory results” and “making critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard-won gains”. Kotter summarizes the eight phases as follows.

1] Establish a Sense of Urgency

2] Form a Powerful Guiding Coalition

3] Create a Vision

4] Communicate that Vision

5] Empower Others to Act on the Vision

6] Plan for and Create Short-Term Wins

*************************************************************

 Top 10 Artciles which align to above article. Kindly link and share your expereince.

Azim Premji’s 8 steps to excellence

February 11, 2007

These are changing times. Yet in the middle of all the changes there is one thing that constantly determines success. Some call it leadership. But to my mind, it is the single-minded pursuit of excellence.

Excellence endures and sustains. It goes beyond motivation into the realms of inspiration. Excellence can be as strong a uniting force as solid vision.

Excellence does not happen in a vacuum. It needs a collective obsession as I have experienced the benefits of excellence in my own life. Excellence is a great starting point for any new organisation but also an unending journey. What is excellence? It is about going a little beyond what we expect from ourselves. Part of the need for excellence is imposed on us externally by our customers. Our competition keeps us on our toes, especially when it is global in nature.

But the other driver of excellence is internal. I have found that excellence is not so much a battle you fight with others, but a battle you fight with yourself, by constantly raising the bar and stretching yourself and your team. This is the best and the most satisfying and challenging part about excellence.

How does one create excellence in an organisation?

First, we create an obsession with excellence. We must dream of it not only because it delivers better results but because we truly believe in it and find it intrinsically satisfying to us.

We must think of excellence not only with our mind but also with our heart and soul. Let us look outside, at the global standards of excellence in quality, cost and delivery and let us not rest till we surpass them.

Second, we need to build a collective self-confidence. Organisations and people who pursue excellence are self-confident. This is because excellence requires tremendous faith in one’s ability to do more and in a better way. Unless, we believe we can do better, we cannot.

Third, we must understand the difference between perfection for its own sake and excellence. Time is of essence. Globalisation has made the customer only more impatient. This may seem like a paradox: should we aim for excellence or should we aim for speed?

Excellence is about doing the best we can and speed lies in doing it quickly. These two concepts are not opposed to each other; in fact, speed and timeliness are important elements of quality and excellence.

Fourth, we must realise that we cannot be the best in everything we do. We must define what we are or would like to be best at and what someone else can do better.

Excellence is no longer about being the best in India. It is about being the best in the world. We have to define what our own core competencies are and what we can outsource to other leaders. Headaches shared are headaches divided.

Fifth, we must create processes that enable excellence. Today, there are a number of global methods and processes available whether it is Six Sigma, CMM or ISO. Use them because they are based on distilled wisdom collected from the best companies in the world.

Also, we must build a strong foundation of information technology, because in this complex, dynamic world, it is imperative that we use the most modern tools to keep processes updated.

Sixth, we must create a culture of teaming. I have found that while great individuals are important, one cannot have pockets of excellence. Quality gives ample opportunities to build a culture of teaming. Cross-functional teams that are customer facing can cut through an amazing amount of bureaucracy, personal empire building and silos and deliver savings that one would not have imagined possible.

The other advantage of building teams focussed on quality is that the teaming culture eventually spreads to the rest of the organisation and teaming becomes a way of life.

Seventh, invest in excellence for the future. Future always seems to be at a distance. But it comes upon you so suddenly that it catches you by surprise, if not shock. What constitutes excellence in the future will be significantly different from what it is today.

In these days of severe market pressures, there is big temptation to sacrifice the future to look good in the present. We must certainly trim our discretionary expenses, but we must ensure that our investments in strategic areas that lead to excellence in the future are protected.

Finally, excellence requires humility. This is especially needed when we feel we have reached the peak of excellence and there is nothing further we can do. We need an open mind to look at things in a different way and allow new inputs to come in.

Otherwise, there is a real danger of becoming complacent or even downright arrogant. I would like to end my talk with a story that illustrates this very well.

A brilliant young professor went to meet a famous Zen master to have a discussion with him on Zen. He found himself in front of a modest house. He rang the doorbell and waited. A while later, he heard shuffling footsteps and the door was opened by the Zen master.

He invited the professor to sit with him on the dining table. The professor was a little disappointed with the shabby appearance of the Zen master. He started quizzing him immediately on comparative philosophies and the Zen master gave some brief answers.

When the professor began to debate with him on those answers, the Zen master stopped speaking and kept smiling at him. Finally, the professor got angry. He said, “I have come from a long distance just to understand the relevance of Zenism. But apparently you have nothing to say. I have not learnt anything from you at all.”

At this point, the Zen master asked the professor to have some tea. When the professor held the cup, the Zen master started pouring tea into it. After some time, the tea started spilling and the professor shouted, “Stop! The cup can contain no more.”

The Zen Master stopped and then, once again smiling, he said, “A mind, full of itself can receive nothing. How can I speak to you of Zenism until you empty your mind to learn.” The professor understood and apologized to the Zen master. He parted from him, the Zen master — a wiser man.

The author is Chairman & Managing Director, Wipro Limited.Powered by The Smart Manager Published with the kind permission of The Smart Manager.Source:

http://www.rediff.com/money/2005/jan/17spec.htm

*****************************************************

Top 10 Artciles which align to above article. Kindly link and share your expereince.

Learning from INDIA vs. Learning from West-Narayan Murthy

February 7, 2007

Learning from INDIA:

Dear Friends,

Sharing timeless wisdom of India for learning from my side……

1. Vasudhaiva kutumbakam: Five thousand years ago, when nationalism did not even exist as a concept, Indian Thought talked of Universalism that transcended all boundaries:

Ayam nijah paroveti ganana laghuchetasam
Udaracharitanam tu vasudhaiva kutumbakam”

“This is my countryman; that is a foreigner—such a view is entertained only by small-minded people; but to the broad, noble-minded, the whole world is one family”. 

2. Sarve Bhavantu Sukhina: 

“Sarve Bhavantu Sukhina ,Sarve Santu NiramayaSarve Bhadrani Pashyantu , Maa Kaschit Dukha Bhagh Bhavet” 

May all be happy; May all be without disease;May all have well-being; May none have misery of any sort.  

 3. Kindly download this audio speech of Swami Vivekananda at Chicago 1893 from following link.    Sisters and Brothers of America, It fills my heart with joy unspeakable to rise in response to the warm and cordial welcome which you have given us. l thank you in the name of the most ancient order of monks in the world ……    Download Audio Speech: Swami Vivekananda’s Welcome Address
 

 ….Sharing this nice Speech by Narayana Murthy for focusing our attention [why India has less Innovation] at targeted space of changes [our mental models].

Learning From the WestN R Narayana Murthy

We are living in the past. No other society gloats so much about the past as we do, with as little current accomplishment.

Download pdf file: web.iitd.ac.in/~mamidala/HTMLobj-142/LearningFromTheWest.pdf

N.R. Narayana Murthy

Ladies and gentlemen:

It is a pleasure to be here at the Lal Bahadur Shastri Institute of Management. Lal Bahadur Shastri was a man of strong values and he epitomized simple living. He was a freedom fighter and innovative administrator who contributed to nation building in full measure. It is indeed a matter of pride for me to be chosen for the Lal Bahadur Shastri Award for Public Administration and Management Sciences. I thank the jury for this honor.

When I got the invitation to speak here, I decided to speak on an important topic on which I have pondered for years – the role of Western values in contemporary Indian society. Coming from a company that is built on strong values, the topic is close to my heart. Moreover, an organization is representative of society, and some of the lessons that I have learnt are applicable in the national context. In fact, values drive progress and define quality of life in society.

The word community joins two Latin words com (“together” or “with”) and unus (“one”). A community, then, is both one and many. It is a unified multitude and not a mere group of people. As it is said in the Vedas: Man can live individually, but can survive only collectively. Hence, the challenge is to form a progressive community by balancing the interests of the individual and that of the society. To meet this, we need to develop a value system where people accept modest sacrifices for the common good.

What is a value system? It is the protocol for behavior that enhances the trust, confidence and commitment of members of the community. It goes beyond the domain of legality – it is about decent and desirable behavior. Further, it includes putting the community interests ahead of your own. Thus, our collective survival and progress is predicated on sound values.

There are two pillars of the cultural value system – loyalty to family and loyalty to community. One should not be in isolation to the other, because, successful societies are those which combine both harmoniously. It is in this context that I will discuss the role of Western values in contemporary Indian society.

Some of you here might say that most of what I am going to discuss are actually Indian values in old ages, and not Western values. I live in the present, not in the bygone era. Therefore, I have seen these values practiced primarily in the West and not in India. Hence, the title of the topic.

 I am happy as long as we practice these values – whether we call it Western or old Indian values. As an Indian, I am proud to be part of a culture, which has deep-rooted family values. We have tremendous loyalty to the family. For instance, parents make enormous sacrifices for their children. They support them until they can stand on their own feet. On the other side, children consider it their duty to take care of aged parents.

 We believe: Mathru devo bhava – mother is God, and pithru devo bhava – father is God. Further, brothers and sisters sacrifice for each other. In fact, the eldest brother or sister is respected by all the other siblings. As for marriage, it is held to be a sacred union – husband and wife are bonded, most often, for life. In joint families, the entire family works towards the welfare of the family. There is so much love and affection in our family life.

This is the essence of Indian values and one of our key strengths. Our families act as a critical support mechanism for us. In fact, the credit to the success of Infosys goes, as much to the founders as to their families, for supporting them through the tough times. Unfortunately, our attitude towards family life is not reflected in our attitude towards community behavior. From littering the streets to corruption to breaking of contractual obligations, we are apathetic to the common good. In the West – the US, Canada, Europe, Australia, New Zealand – individuals understand that they have to be responsible towards their community.

The primary difference between the West and us is that, there, people have a much better societal orientation. They care more for the society than we do. Further, they generally sacrifice more for the society than us. Quality of life is enhanced because of this. This is where we need to learn from the West.

I will talk about some of the lessons that we, Indians, can learn from the West.

In the West, there is respect for the public good. For instance, parks free of litter, clean streets, public toilets free of graffiti – all these are instances of care for the public good. On the contrary, in India, we keep our houses clean and water our gardens everyday – but, when we go to a park, we do not think twice before littering the place.

Corruption, as we see in India, is another example of putting the interest of oneself, and at best that of one’s family, above that of the society. Society is relatively corruption free in the West. For instance, it is very difficult to bribe a police officer into avoiding a speeding ticket.

This is because of the individual’s responsible behavior towards the community as a whole On the contrary, in India, corruption, tax evasion, cheating and bribery have eaten into our vitals. For instance, contractors bribe officials, and construct low-quality roads and bridges. The result is that society loses in the form of substandard defence equipment and infrastructure, and low-quality recruitment, just to name a few impediments. Unfortunately, this behavior is condoned by almost everyone.

Apathy in solving community matters has held us back from making progress, which is otherwise within our reach. We see serious problems around us but do not try to solve them. We behave as if the problems do not exist or is somebody else’s. On the other hand, in the West, people solve societal problems proactively. There are several examples of our apathetic attitude. For instance, all of us are aware of the problem of drought in India.

More than 40 years ago, Dr. K. L. Rao – an irrigation expert, suggested creation of a water grid connecting all the rivers in North and South India, to solve this problem. Unfortunately, nothing has been done about this. The story of power shortage in Bangalore is another instance. In 1983, it was decided to build a thermal power plant to meet Bangalore‘s power requirements. Unfortunately, we have still not started it. Further, the Milan subway in Bombay is in a deplorable state for the last 40 years, and no action has been taken.

To quote another example, considering the constant travel required in the software industry; five years ago, I had suggested a 240-page passport. This would eliminate frequent visits to the passport office. In fact, we are ready to pay for it. However, I am yet to hear from the Ministry of External Affairs on this.

We, Indians, would do well to remember Thomas Hunter’s words: Idleness travels very slowly, and poverty soon overtakes it. What could be the reason for all this? We were ruled by foreigners for over thousand years. Thus, we have always believed that public issues belonged to some foreign ruler and that we have no role in solving them.

Moreover, we have lost the will to proactively solve our own problems. Thus, we have got used to just executing someone else’s orders. Borrowing Aristotle’s words: We are what we repeatedly do. Thus, having done this over the years, the decision-makers in our society are not trained for solving problems. Our decision-makers look to somebody else to take decisions. Unfortunately, there is nobody to look up to, and this is the tragedy.

Our intellectual arrogance has also not helped our society. I have traveled extensively, and in my experience, have not come across another society where people are as contemptuous of better societies as we are, with as little progress as we have achieved. Remember that arrogance breeds hypocrisy. No other society gloats so much about the past as we do, with as little current accomplishment.

Friends, this is not a new phenomenon, but at least a thousand years old. For instance, Al Barouni, the famous Arabic logician and traveler of the 10th century, who spent about 30 years in India from 997 AD to around 1027 AD, referred to this trait of Indians. According to him, during his visit, most Indian pundits considered it below their dignity even to hold arguments with him. In fact, on a few occasions when a pundit was willing to listen to hm, and found his arguments to be very sound, he invariably asked Barouni: which Indian pundit taught these smart things!

The most important attribute of a progressive society is respect for others who have accomplished more than they themselves have, and learn from them. Contrary to this, our leaders make us believe that other societies do not know anything! At the same time, everyday, in the newspapers, you will find numerous claims from our leaders that ours is the greatest nation. These people would do well to remember Thomas Carlyle’s words: The greatest of faults is to be conscious of none.

If we have to progress, we have to change this attitude, listen to people who have performed better than us, learn from them and perform better than them. Infosys is a good example of such an attitude. We continue to rationalize our failures. No other society has mastered this part as well as we have. Obviously, this is an excuse to justify our incompetence, corruption, and apathy. This attitude has to change. As Sir Josiah Stamp has said: It is easy to dodge our responsibilities, but we cannot dodge the consequences of dodging our responsibilities.

Another interesting attribute, which we Indians can learn from the West, is their accountability. Irrespective of your position, in the West, you are held accountable for what you do. However, in India, the more ‘important’ you are, the less answerable you are. For instance, a senior politician once declared that he ‘forgot’ to file his tax returns for 10 consecutive years – and he got away with it. To quote another instance, there are over 100 loss making public sector units (central) in India. Nevertheless, I have not seen action taken for bad performance against top managers in these organizations.

Dignity of labor is an integral part of the Western value system. In the West, each person is proud about his or her labor that raises honest sweat. On the other hand, in India, we tend to overlook the significance of those who are not in professional jobs. We have a mind set that reveres only supposedly intellectual work.

For instance, I have seen many engineers, fresh from college, who only want to do cutting-edge work and not work that is of relevance to business and the country. However, be it an organization or society, there are different people performing different roles. For success, all these people are required to discharge their duties. This includes everyone from the CEO to the person who serves tea – every role is important. Hence, we need a mind set that reveres everyone who puts in honest work.

Indians become intimate even without being friendly. They ask favors of strangers without any hesitation. For instance, the other day, while I was traveling from Bangalore to Mantralaya, I met a fellow traveler on the train. Hardly 5 minutes into the conversation, he requested me to speak to his MD about removing him from the bottom 10% list in his company, earmarked for disciplinary action. I was reminded of what Rudyard Kipling once said: A westerner can be friendly without being intimate while an easterner tends to be intimate without being friendly.

Yet another lesson to be learnt from the West, is about their professionalism in dealings. The common good being more important than personal equations, people do not let personal relations interfere with their professional dealings. For instance, they don’t hesitate to chastise a colleague, even if he is a personal friend, for incompetent work.

In India, I have seen that we tend to view even work interactions from a personal perspective. Further, we are the most ‘thin-skinned’ society in the world – we see insults where none is meant. This may be because we were not free for most of the last thousand years. Further, we seem to extend this lack of professionalism to our sense of punctuality. We do not seem to respect the other person’s time.

The Indian Standard Time somehow seems to be always running late. Moreover, deadlines are typically not met. How many public projects are completed on time? The disheartening aspect is that we have accepted this as the norm rather than the exception. In the West, they show professionalism by embracing meritocracy. Meritocracy by definition means that we cannot let personal prejudices affect our evaluation of an individual’s performance. As we increasingly start to benchmark ourselves with global standards, we have to embrace meritocracy.

In the West, right from a very young age, parents teach their children to be independent in thinking. Thus, they grow up to be strong, confident individuals. In India, we still suffer from feudal thinking. I have seen people, who are otherwise bright, refusing to show independence and preferring to be told what to do by their boss. We need to overcome this attitude if we have to succeed globally.

The Western value system teaches respect to contractual obligation. In the West, contractual obligations are seldom dishonored. This is important – enforceability of legal rights and contracts is the most important factor in the enhancement of credibility of our people and nation.

In India, we consider our marriage vows as sacred. We are willing to sacrifice in order to respect our marriage vows. However, we do not extend this to the public domain. For instance, India had an unfavorable contract with Enron. Instead of punishing the people responsible for negotiating this, we reneged on the contract – this was much before we came to know about the illegal activities at Enron.

To quote another instance, I had given recommendations to several students for the national scholarship for higher studies in US universities. Most of them did not return to India even though contractually they were obliged to spend five years after their degree in India.

In fact, according to a professor at a reputed US university, the maximum default rate for student loans is among Indians – all of these students pass out in flying colors and land lucrative jobs, yet they refuse to pay back their loans. Thus, their action has made it difficult for the students after them, from India, to obtain loans. We have to change this attitude.

Further, we Indians do not display intellectual honesty. For example, our political leaders use mobile phones to tell journalists on the other side that they do not believe in technology! If we want our youngsters to progress, such hypocrisy must be stopped. We are all aware of our rights as citizens. Nevertheless, we often fail to acknowledge the duty that accompanies every right. To borrow Dwight Eisenhower’s words: People that values its privileges above its principles soon loses both. Our duty is towards the community as a whole, as much as it is towards our families.

We have to remember that fundamental social problems grow out of a lack of commitment to the common good. To quote Henry Beecher: Culture is that which helps us to work for the betterment of all. Hence, friends, I do believe that we can make our society even better by assimilating these Western values into our own culture – we will be stronger for it.

Most of our behavior comes from greed, lack of self-confidence, lack of confidence in the nation, and lack of respect for the society. To borrow Gandhi’s words: There is enough in this world for everyone’s need, but not enough for everyone’s greed. Let us work towards a society where we would do unto others what we would have others do unto us. Let us all be responsible citizens who make our country a great place to live. In the words of Churchill: Responsibility is the price of greatness. We have to extend our family values beyond the boundaries of our home.

Finally, let us work towards maximum welfare of the maximum people – Samasta janaanaam sukhino bhavantu. Thus, let us – people of this generation, conduct ourselves as great citizens rather than just good people so that we can serve as good examples for our younger generation. –  Speaker : N R Narayana Murthy

————————————————————-

 

“That is perfect;This is perfect;Perfect comes from perfect;Take perfect from perfect, the remainder is perfect.Peace. Peace. Peace”– Upanishasd

*****************************************************************

Dear Friends,Link for understanding:

– Ajay Singh Niranjan

Learning from Management Guru-Prahalad to Yoga Guru-Ramdev

February 2, 2007

Lessons from Swami Ramdev – – Saurabh N. Saklani

Aspiring entrepreneurs will do well to study yoga guru Swami Ramdev’s meteoric rise and success over the past four years. The swami’s mission statement, if he had one in his organisational plan, would probably read ”to create warriors of yoga and transform India and Indians back to the healthy and spiritual land of old.” Right from his easy to follow pranayam and yoga exercises to his rants against cola and junk food companies, the swami’s actions demonstrate a carefully planned strategy for success.

During my time at The Indus Entrepreneurs (TiE) in Silicon Valley, I had the opportunity to hear a lot of Professor C. K. Prahalad’s ideas on business and entrepreneurship. His landmark book, The Fortune at the Bottom of the Pyramid , makes a compelling case for focusing on the world’s poor for the next round of global economic prosperity.

Interestingly, I noticed that many of Professor Prahalad’s key suggestions have been implemented by Swami Ramdev in his phenomenal rise to become a household name in
India (he is in the UK teaching pranayam as I write this article).

I will share some insightful excerpts from Professor Prahalad’s book The Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits (Pearson Publications 2004) and then look at the relevant aspects of Ramdev’s entrepreneurial strategy within that perspective.

Point 1: Professor C. K. Prahalad writes, “If we stop thinking of the poor as victims or as a burden and start recognising them as resilient and creative entrepreneurs and value-conscious consumers, a whole new world of opportunity will open up.”

Much of Swami Ramdev’s rise has to do with his long-term vision. Right from day one, he did not get influenced by the instant success and fame of other contemporary gurus and preachers who targeted the affluent section of the Indian society. Instead of focusing on the easy pickings—high profile followers such as actors, politicians and businessmen—he entered a significantly larger market by focusing on the economically poorer and resource-constrained masses. Small wonder that a newer and bigger world of opportunity opened up for him rather quickly.

Point 2: Professor Prahalad writes, “What is needed is a better approach to help the poor, an approach that involves partnering with them to innovate and achieve sustainable win–win scenarios where the poor are actively engaged and, at the same time, the companies providing products and services to them are profitable.”

Swami Ramdev has constantly utilised his target segment as partners in innovation, marketing and growth of his organisation. How does he do it?

First, he conducts effectiveness studies during his yoga camps where his staff collects on-the-ground data from participants before, during and after the camp. Given the vast attendance in each of his nearly weekly camps, one can only imagine the volume of data that is collected and analysed. He periodically revises his instructions, based on the results of ongoing research. The way his yoga camps have evolved, it is clear that he has succeeded in simplifying the efforts required to gain maximum benefits from his exercises, with enough room for flexibility and ease of involvement for the average follower.

Second, Swami Ramdev has built some powerful partnerships with various prominent TV channels to broadcast his yoga camps worldwide. During the camps, he routinely asks participants to get up and share their ‘ pranayam success stories’. Inspirational accounts from regular folks—ranging from control of diabetes, normalisation of blood pressure to healthier cholesterol readings and disappearance of joint pains and skin aliments—have proved to be invaluable marketing assets for him. And best of all, they come at no cost!

Point 3: Professor Prahalad writes, “The strength of these innovative approaches, as you will come to appreciate, is that they tend to create opportunities for the poor by offering them choices and encouraging self-esteem.”

This is where Swami Ramdev scores heavily. He has created a great deal of self-esteem among his followers. The common attendee in his programme feels special, interacts and relates to co-followers who are undergoing similar life struggles and aspirations, and gains immense confidence through perceptible and immediate self-development. Ramdev’s lessons in nation building range from fighting corruption to improving our living conditions and are interjected at strategic points during his yoga instructions.

In addition to humour, the swami masterfully conveys a sense of pride and possibility among his listeners. Seeing positive health results makes one feel strong and well- endowed to instill bigger changes in the community and the country. More than the actual realism in these sentiments, it is the message of hope and confidence that creates higher self-esteem and a new found sense of empowerment among the common follower.

Point 4: Professor Prahalad writes, “The traditional approach to creating the capacity to consume among the poor has been to provide the product or service free of charge. This has the feel of philanthropy. As mentioned previously, charity might feel good, but it rarely solves the problem in a scalable and sustainable fashion.”

Swami Ramdev has done no charity. Instead, he has cleverly camouflaged what could have been straightforward ‘pay-per-service’ such as the Art of Living programmes. He charges for attending his camps but only through price discrimination. Those that can pay more are able to get better seats the front. Ramdev’s dynamic revenue management is an interesting adaptation of the pricing model used by airlines worldwide.

Point 5: Professor Prahalad writes, “By focusing on the BOP consumers’ capacity to consume, private-sector businesses can create a new market. The critical requirement is the ability to invent ways that take into account the variability in the cash flows of BOP consumers that makes it difficult for them to access the traditional market for goods and services oriented toward the top of the pyramid.”

Swami Ramdev has indeed created a new market. Or maybe he has simply uncovered a latent one. And yes, he has certainly accounted for the variability in cash flows of his consumers. His masterstroke has been to utilise the masses at the bottom of the income pyramid and unlocking immense value for his own projects and aspirations. By tapping into his follower’s resources based on their comfort level, he is able to secure large collective donations for his gigantic yoga learning retreat in Haridwar.

Not only has he effectively factored the variability in cash flows among his followers, he is also tapping into the more affluent foreign NRI segment at the moment. It is interesting to note that he delayed his global strategy till the time his stronghold in the Indian market became unshakable (as evidenced recently when millions of supporters backed him up amid allegations of the use of human remains in his ayurvedic medicine).

Lessons for Entrepreneurs

Ramdev’s strategy reveals many relevant and powerful lessons for budding entrepreneurs. The list is endless but here are some obvious pointers that one can take home:

Exploring under-served markets; establishing a presence in the large bottom rungs of the pyramid; fostering adoption through awareness, trial, and evidence at a very low cost; maintaining a sharp focus on one’s target segment; saving on marketing and innovations costs by utilising consumers as partners; and going global after ensuring a strong foothold in the domestic market.

Finally, entrepreneurs must embrace the fact that insights and wisdom abound in all areas and are not restricted by domains and industries. In his book, Jack, Straight from the Gut , legendary business leader Jack Welch talks about “boundaryless” sharing of ideas. Since new ideas are the lifeblood of business and success, Welch believes that “The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action – fast.” The not so obvious connect between a yoga guru and a management guru showcases this very powerful weapon that must find a place in the harmoury of entrepreneurs. 

Source: Businessworld 

***********************************************

“All the techniques, all the methods, all the paths of Yoga, are really deeply concerned only with one problem: how to use the mind. Rightly used, mind comes to a point where it becomes no-mind. Wrongly used, mind comes to a point where it is just a chaos, many voices antagonistic to each other, contradictory, confusing, insane”.-OSHO

11 Lessons on Change Management: Azim Premji

February 1, 2007

It’s not the strongest nor most intelligent of the species that survive; it is the one most adaptable to CHANGE” – Charles Darwin

11 Lessons on Change Management: Azim Premji

         download  :www.gowrikumar.com/insp/pdfs/Azim_Premji_on_Change1.pdf

“While change and uncertainty have always been a part of life, what has been shocking over the last year has been both the quantum and suddenness of change. For many people who were cruising along on placid waters, the wind was knocked out of their sails. The entire logic of doing business was turned on its head. Not only business, but also every aspect of human life has been impacted by the change. What lies ahead is even more dynamic and uncertain. I would like to use this opportunity to share with you some of our own guiding principles of staying afloat in a changing world. This is based on our experience in Wipro. Hope you find them useful.

First, be alert for the first signs of change. Change descends on every one equally; it is just that some realize it faster. Some changes are sudden but many others are gradual. While sudden changes get attention because they are dramatic, it is the gradual changes that are ignored till it is too late. You must have all heard of story of the frog in boiling water. If the Temperature of the water is suddenly increased, the frog realizes it and jumps out of the water. But if the temperature is very slowly increased, one degree at a time, the frog does not realize it till it boils to death. You must develop your own early warning system, which warns you of changes and calls your attention to it. In the case of change, being forewarned is being forearmed.

Second, anticipate change even when things are going right. Most people wait for something to go wrong before they think of change. It is like going to the doctor for a check up only when you are seriously sick or thinking of maintaining your vehicle only when it breaks down. The biggest enemy of future success is past success. When you succeed, you feel that you must be doing something right for it to happen. But when the parameters for success changes, doing the same things may or may not continue to lead to success. Guard against complacency all the time. Complacency makes you blind to the early signals from the environment that something is going wrong.

Third, always look at the opportunities that change represents. Managing change has a lot to go with our own attitude towards it. It is proverbial half-full or half-empty glass approach. For every problem that change represents, there is an opportunity lurking in disguise somewhere. It is up to you to spot it before someone else does

Fourth, do not allow routines to become chains. For many of us the routine we have got accustomed to obstruct change. Routines represent our own zones of comfort. There is a sense of predictability about them. They have structured our time and even our thought in a certain way. While routines are useful, do not let them enslave you. Deliberately break out of them from time to time.

Fifth, realize that fear of the unknown is natural. With change comes a feeling of insecurity. Many people believe that brave people are not afflicted by this malady. The truth is different. Every one feels the fear of unknown. Courage is not the absence of fear but the ability to manage fear without getting paralyzed. Feel the fear, but move on regardless.

Sixth, keep renewing yourself. This prepares you to anticipate change and be ready for it when it comes. Constantly ask yourself what new skills and competencies will be needed. Begin working on them before it becomes necessary and you will have a natural advantage. The greatest benefit of your education lies not only in what you have learnt, but also in working how to learn. Formal education is the beginning of the journey of learning. Yet I do meet youngsters who feel that they have already learnt all there is to learn. You have to constantly learn about people and how to interact effectively with them. In the world of tomorrow, only those individuals and organizations will succeed who have mastered the art of rapid and on-going learning.

Seventh, surround yourself with people who are open to change. If you are always in the company of cynics, you will soon find yourself becoming like them. A cynic knows all the reasons why something cannot be done. Instead, spend time with people who have a “can-do” approach. Choose your advisors and mentors correctly. Pessimism is contagious, but then so is enthusiasm. In fact, reasonable optimism can be an amazing force multiplier.

Eighth, play to win. I have said this many times in the past. Playing to win is not the same as cutting corners. When you play to win, you stretch yourself to your maximum and use all your potential. It also helps you to concentrate your energy on what you can influence instead of getting bogged down with the worry of what you cannot change. Do your best and leave the rest.

Ninth, respect yourself. The world will reward you on your successes. Success requires no explanation and failure permits none. But you need to respect yourself enough so that your self-confidence remains intact whether you succeed or fail. If you succeed 90 percent of the time, you are doing fine. If you are succeeding all the time, you should ask yourself if you are taking enough risks. If you do not take enough risks, you may also be losing out on many opportunities. Think through but take the plunge. If some things do go wrong, learn from them. I came across this interesting story some time ago: One day a farmer’s donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do. Finally he decided the animal was old and the well needed to be covered up anyway, it just wasn’t worth it to retrieve the donkey. He invited all his neighbors to come over and help him. They all grabbed a shovel and begin to shovel dirt into the well. At first, the donkey realized what was happening and cried horribly. Then, to everyone’s amazement he quieted down. A few shovel loads later, the farmer finally looked down the well and was astonished at what he saw. With every shovel of dirt that fell on his back, the donkey was doing some thing amazing. He would shake it off and take a step up. As the farmer’s neighbors continued to shovel dirt on top of the animal, he would shake it off and take a step up. Pretty soon, everyone was amazed as the donkey stepped up over the edge of the well and totted off! Life is going to shovel dirt on you, all kinds of dirt. The trick is to not to get bogged down by it. We can get out of the deepest wells by not stopping. And by never giving up! Shake it off and take a step up.

Tenth, 1n spite of all the change around you, decide upon what you will never change – your core values. Take you time to decide what they are but once you do, do not compromise on them for any reason. Integrity is one such value.

Finally, we must remember that succeeding in a changing world is beyond just surviving. It is our responsibility to create and contribute something to the world that has given us so much.

We must remember that many have contributed to our success, including our parents and others from our society. All of us have a responsibility to utilize our potential for making our nation a better place for others, who may not be as well endowed as us, or as fortunate in having the opportunities that we have got.

Let us do our bit, because doing one good deed can have multiple benefits not only for us but also for many others. Let me end my talk with a small story I came across some time back, which illustrates this very well.

This is a story of a poor Scottish farmer whose name was Fleming. One day, while trying to make a living for his family, he heard a cry for help coming from a nearby bog. He dropped his tools and ran to the bog. There, mired to his waist in black muck, was a terrified boy, screaming and struggling to free himself. Farmer Fleming saved the boy from what could have been a slow and terrifying death. The next day, a fancy carriage pulled up to the scotsman’s sparse surroundings. An elegantly dressed nobleman stepped out and introduced himself as the father of the boy farmer Fleming had saved. “I want to repay you, “said the nobleman. “Yes,” the farmer replied proudly. “I’ll make you a deal. Let me take your son and give him a good education. If he’s anything like his father, he’ll grow to be a man you can be proud of.” And that he did. In time, Farmer Fleming’s son graduated from St. Mary’s Hospital Medical School in London, and went on to become known throughout the world as the noted Sir Alexander Fleming, the discoverer of Penicillin. Years afterward, the nobleman’s son was stricken with pneumonia. What saved him? Penicillin. This is not the end.

The nobleman’s son also made a great contribution to society. For the nobleman was none other than Lord Randolph Churchill and his son’s name was Winston Churchill.

Let us use all our talent, competence and energy for creating peace and happiness for the world.”

 **********************************************

Top 10 Artciles which align to above article. Kindly link and share your expereince.

– Ajay Singh Niranjan

SWOT MATRIX of INDIA: Analysis of Indian Social- Economic- Political- Technological conditions.

January 31, 2007

Dear Friends,  

There are few questions about our complex & unique system of India. How we can change our system thinking? How we can make a synergetic triangle: Industry-GOI- Institution for co creation of knowledgeable resources for evolution of innovations. 

Root Causes – Why Plans are not execute at the bottom? Constrains – Where are missing link?

Strategy & tactics – What is the action plans? Methods-how these actions plans execute for achieving the end Goal.

Kindly download one page colored framework of SWOT MATRIX of INDIA. URL: syenrgetic-trinangle-industry-government-instituion.docsyenrgetic-trinangle-industry-government-instituion.doc  

SW0T   ANALYSIS:

                  Industry-GOVERNMENT -institution

 STRENGTHS 

  • Highly educated , skilled ,young, capable & dynamic  human resources
  • English speaking & analytical students
  • World class business-social-spiritual –political leader, Professor, scientist, Manager-Doctor-Engineer-Civil servants etc
  • Very rich in  Natural & Living resources
  • Biodiversity & Traditional knowledge base
  • Diversity vs. Ideas-Innovation-Integration
  • Powerful spiritual strength (yoga-Ayurvada-Healing-therapy services)
  • Geographical location (whole markets are shifting toward Asian nations)
  • India Strategic position at various platforms
  • Big democracy, Big market & free media
  • Range of emerging professional champions
  • IT & Software superpower

WEAKNESSES: 

  • Lack of trained & skill work force  
  • Small supply of specialize professional
  • Lack of spirits of entrepreneurship, patriotisms and leadership skill
  • Lack of effective & execution framework
  • Lack of Indian management models
  • Lack of transparency-Trust-Responsibility
  • Lack of learning habits & Team work spirit
  • Fear of sharing knowledge & taking risk
  • Thinking win-lose   lose-win   look-outside
  • Slow absorption of Innovation & change
  • Lack of Indian management models
  • Absence of greater technology impetus
  • Unawareness: Quality-Standardization
  • Lack of Emotional-Spiritual development
  • Rush of getting high marks not Development
  • Blindly respect anything taught by elders

THREATS (Internal & external): 

  • A feeling of unstable government
  • Self centered political leadership
  • Slow & Dysfunctional judiciary and corrupt law enforcers
  • Regulation, protection and restriction
  • Mechanistic -stable-Layered-complex system
  • Corruption, Ignorance & Complacency
  • High competitive & marketing forces
  • To patent Indian intellectual property by outsider (unawareness about own research)
  • Fast change Internet-information technology& new Inventions-Technology-Innovations
  • Diversity vs. Imbalance- clashes
  • Regional-Religion-caste-culture conflicts
  • Migration of all branch to software job
  • Job seeking mind sets, not job creator
  • Unnecessary social pressure on students
  • Excessive rich & powerful mindsets

 OPPORTUNITIES 

  • Big potential market in education Sector & emerging new market Segment in services (create it)   
  • General Agreement of trade on Services
  • Research & Development capability
  • Generate intellectual property
  • Resource Building capacity
  • Competition- cost – Quality service

  • Collaboration : win-win thinking
  • Hybrid solution–balancing & blending
  • Tourism, health sector, food processing
  • Rural economy development & social transformation ( PURA model )
  • Need  modernization of infrastructure , Library and laboratory
  • Internet institute network & e-Library
  • Councilors and student advisors

Key:
India has lots of weakness but this is a space of thinking (new Ideas or new perceptions), understand it as a space of opportunities and transform into strength.  

Note: Please send your suggestions, experiences & questions for improvement of this SWOT MATRIX of India. 

Ajay Singh Niranjan ( ajay_uor@yahoo.com)

The Ten Challenges for Change

January 30, 2007

An exerpt from fieldbook.com for process of change. Undersatnding of these 10 challenges are very significant and meaningful for moving the change at right path.

Kindly link at : The Ten Challenges

These challenges are often sufficient to prevent growth from occurring, almost before it starts. They are consistently encountered at the early stages of significant organizational change. The capabilities to deal with them must be developed under high pressure; but in managing these challenges effectively, organizations develop capabilities much sooner than otherwise for dealing with challenges down the road. 

1.Not Enough Time:”We don’t have time for this stuff!”

2.No Help: “We’re like the blind leading the blind!”

3.Not Relevant: “Why are we doing this stuff?”

4.“Walking the Talk” – Leadership values

5.Fear and Anxiety: “This suff is —-”

6.Assessment and Measurement: “This stuff isn’t working”

7.Believers and Nonbelievers:

8.Governance: “They won’t give up the power.”

9.Diffusion: “We keep reinventig the wheel!”

10.Strategy and Purpose

Learning for a Change

January 30, 2007

What is the meaning of learning ? 

How learning is must for Innovation ?

Are we are active learner ?

How we can learn the menaing of change and execute change in the system ?

What is the corelation between learning & system thiking ?

what is the real challenges of change ? There are lots of questions which we are facing all the time about learning.

Lets read this nice article : Learning for a change at fastcomany.com.

The Power of Feelings-An Interview with John P. Kotter

January 27, 2007

This is a very nice conversation between most influencial management thinker John P. Kotter and leader to leader about power of feeling in process of change. 

 

Kindly link this wonderful interview of John P. Kotter, Harvard
Business School professor at leadertoleader.org.

The Power of Feelings : An Interview with John P. Kotter 

An Excerpt:

L2L: Intellectually, then, people may realize the need for change, but still not do anything differently.

JK: Yes, because they don’t have the passion to break out of their habits. It’s tough to break habits. Ask smokers. The momentum from history — from how we’ve always done things — can end up making our future look like our history.Overcoming complacency is crucial at the start of any change process, and it often requires a little bit of surprise, something that grabs attention at more than an intellectual level.

You need to surprise people with something that disturbs their view that everything is perfect. Take one story we have in the book, the “Videotape of the Angry Customer.” (See sidebar) People who saw that video were caught off guard. Their mouths dropped open in surprise. Successful change leaders show people what the problems are and how to resolve the problems. They use things that people can see, hear, or touch. This may mean showing a video of an angry customer rather than a report of a customer survey. Change leaders make their points in ways that are as emotionally engaging and compelling as possible. They rely on vivid stories that are told and retold. You don’t have to spend a million dollars and six months to prepare for a change effort. You do have to make sure that you touch people emotionally.