The ‘Talent Think Tank’ of the Bombay Chamber of Commerce and Industry met on April 12, 2019 for its second provocative thought nurturing session. This White Paper is on the basis of these deliberations. The theme identified for discussion and thought ideation in this session focussed on : Critical Role Interdependencies: CEOs and CHROs for Value Creation through People In an integrated world where ‘silo’ thoughts and behaviours do not yield results or create value, a positiv
Ubuntu - we are all in this together ! Ubuntu is a profound African philosophy of 'oneness' that drives pursuit for purposeful living & whole system transformation. Said Nelson Mandela ... if we are to accomplish anything in this world, it will in equal measure be due to the work & achievements of others. Ubuntu philosophy has many corporate lessons. These are the Six I loved :
👉 we tell rationalised stories to convince ourselves & explain our behaviours. But in a commun
Psychology of Colours ... 'Fauvism' ... well that is the technical name of the style in which the doodles you see illustrating the 'social media' posts you read. The movement started in France in the 12th Century by painters like Matise . Distinguishing point is the use of strong colours over their real representational colours to exaggerate the stressed objects. But educating on Fauvism is not the purpose of this post. Colours in life are strongly associated with human psych
A Critical Transformation Agenda - Change the flow of Corporate Information from Esoteric to Exoteric Flow of Critical information in the enterprise is critical to its success. Generally, as OD professionals, we see 3 reasons for Information Clogging : 1. Design Deficiencies : Natural design tends to unintentionally block free & easy flow of info at different points 2 Inadequacies in Leadership Competency : Here the leader's style discourages unnecessary sharing of informatio
Executive Success is hidden between 'Stretch & Stress'....a talent meteor needs to protect or it has the potential to become celestial dust !
As a Business Coach, through several of my Coaching experiences with C-xecutives, a key lesson learnt has been to very early in the Coaching moments, discover how the Mentee manages and copes with the 'Stretch & Stress' of his role.
Whilst chronic stress is bad for health and performance, no great results can be achieved in a co
Ironically, the 'Agenda of Expectations' and the 'Agenda of Delivery' are contrarian...whilst the former is a very micro-detailed agenda of expectations from the employees and other stake-holders (see the doodle), the latter - 'Agenda for Delivery' is largely in Corporates built on macro-messages and is designed to deliver information to stake-holders only on a 'need to know' basis...which generally is minimalistic. A specific survey needs to be conducted depending on studiou
Living in an age of Surprises and Micro-moments of exhilarating experiences, an Enterprise needs to constantly reconnect with its customers and clients to better understand Customer psychology, insights, and their expectations. 'Design Thinking' is a contemporary proactive methodology to go back to the drawing board and use non-linear logic, creative imagination, intuition and systematic reasoning to solve complex problems and gain an edge with customers. The idea is to rewor
Passionate as one may be about one's Vision, there will always be some who will have another point of view. The whole world does not have to see the same way you do. This may frustrate, make you angry & you feel dislodged from your journey. However, viewing these some as your antagonists or opposers is yr folly. Feeling frustrated in this situation is to deal from your weak spots. This does not help, for one cannot ever win wars fighting from weak spots. Being a life-long stu
Caveat. This is not science. Nor are there any supportive models to back this. On the basis of my Coaching experiences this is my self-realised design which has helped me situationally handle many of my coaching clients. I thus share it with you. If it helps you, use it. Our situational reaction is an outcome of our predominant temperament in combination with self-belief in our ability to personally impact or collectively influence a desirable outcome. That is the quintessenc
It does not take the tallest man to throw the ball to its peak height. But it certainly takes 'tallest' maniacal passion for him to be able to do so ! If we chase perfection, we will catch excellence...and that is the secret of extraordinary performance in ordinary settings. Thus the virtues of missionaries thrive over that of mercenaries. The impact of Passion in conclusion over-runs Drive.
Super performers are ordinary men and ordinary men have ordinary bones. But it is
Had many interesting chats with my battle-scarred father-in-law who was a celebrated 'infantry' man. We had diametrically opposite perspectives on man-management and leadership. Sometimes, ofcourse we agreed. This once we had and thus I write...
Having a strategy provides an edge...but by itself, it can provide an edge but thats not end all. Effecient logistics supports the Army but by itself cannot add critcal extention of time to the forces in the field. A strong communic
The business strategy you adopt is a direct outcome of the competitive activity in the market. There are 5 conditions & reasons for which the market assumes a hyper-competitive character (Porter). These are : 👉 Prevalence of many equal sized competitors of similar strength and power. There is no clear market leader. See the equi-sized boxers in the doodle. 👉 Market growth is slow and everybody is fighting vigorously for a larger share of the market-pie 👉Exit barriers from
Give your customer an exhilarating experience once & he will be your loyalist for a month..Give him a bad experience once & he will never be back again. Excellence has to be sustained...you cannot give it up after a while. But the downward spiral slides down. Once is enough...you dont need to try hard !!! #Leadership #Organisationalskills
Organisations thrive on Knowledge...sourced from outside or accumulated inside thru its own experiences built over a period of time.
The traditional 'Command-Control' organisations tend to have a hierarchical view. Unless the leadership in their generally tall hierarchies 'stamps' that knowledge, it does get authenticity. Such knowledge till then cannot be circulated and by the time it gets 'stamped' such knowledge may become stale and become common.
This is where Quantum
It is not true that only people suffer psychological disorders. Organisations suffer them too. Particularly 'Schizophrenia'...for convenience of general understanding - multiple personality disorder. This leave the people associated with the Co ( employees, clients, customers, suppliers etc) totally perplexed, bewildered and confusticated. All in a state of neurosis...often disarrayed and perplexed, not knowing how to react as they get confusing signals. Organisations make bo
Let us work to change this basic narrative at the very root where this misconception is born. Yes, survival of the fittest...but it is only in diversity and inclusivity that the hidden levers of success lie. #Organisationalskills
Investing in Competent talent and asking them the Right Questions is the actual mandate of Leadership. The role of Leadership has undergone a sea change. A Leader at a point of time, was considered to be that person on a team who knew all the answers. No longer true. In fact, if the leader knows all the answers, the unspoken and underlying assumption is that the team is actually incompetent to find its way. This would not only be under-utilising the otherwise powerful resourc