Enigma Solution

Imagine watching a sporting match , say a game of cricket, where there are no announcements, or commentary or display boards giving any information. If all one sees is a lot of activity with players running all over the playing ground with someone bowling and some chaps batting, obviously it will be difficult to fathom what is really happening. If one has not even an inkling as to who is winning or losing and what are the runs or run rate required to win the match or wickets remaining etc, the game will in all likely-hood not sustain the interest of the spectator. Not only spectators but players too will soon get bored, and likely to lose interest in the game /match and of course the results. Unfortunately this is the same situation in many organisations. Many employees within organisations haven’t a clue on what is happening. Yet they are screamed at, lectured, and sent to motivational and training camps to get them to be enthusias...

A year ago a very dear uncle passed away. I had gone to meet him a couple of days before he passed away.  It is always painful to see a loved one approaching their end. My uncle just lay there very calmly and composed as if in a deep sleep. I said a silent prayer for this kind and wonderful man who has brought joy to many people in his life. I prayed that he be allowed to go from this world with dignity and in the natural way. The family sat dignified and composed,  only the stooped shoulders, dark patches under the red eyes revealed the deep anguish within their hearts. They were practical and respectful of my uncle to know when to stop fighting and to yield to God's will. My mind raced across the past to review the passing away of other people and even organisations. Just like people, organisations also have a life. This life should be loved, nurtured and developed to grow and thrive,  and then be allowed to die respectfully when its time is up. Drive...

                                       A second generation owner took over the reins of a company from his aging father as the MD (managing director).  The youngster was earnest and eager to ‘professionalise’. He had learnt that a flat structure was the best organisation type. What a coup it would be to kill two birds with one stone; to reduce costs and simultaneously employ fewer people.  People were dismissed, retired or coerced to leave.  Many people classified as 'flab' by the new boss were soon history. Lo and behold! Soon after this initiative, p ayroll costs went down and productivity went up as the fearful employees were working harder to avoid their head being on the chopping block.  About two years  after the  bloodbath  began, there was a crisis. The company was in dire straits.  Sales, quality and profitability had all plummeted a...

Imagine watching a sporting match , say a game of cricket, where there are no announcements, or commentary or display boards giving any information. If all one sees is a lot of activity with players running all over the playing ground with someone bowling and some chaps batting, obviously it will be difficult to fathom what is happening. If one has not even an inkling as to who is winning or losing and what are the runs or run rate required to win the match or wickets remaining etc, the game will in all likely hood not sustain the interest of the spectator. Not only spectators but players too will soon get bored, and likely to lose interest in the game /match and of course the result. Unfortunately this is the same situation in many organisations. Many employees within organisations haven’t a clue on what is happening. Yet they are screamed at, lectured, and sent to motivational and training camps to get them to be enthusiastic about an organisation for which they have little in...

Last month I dropped in at a friends manufacturing plant in Pune recently. He was both happy and very busy, and why not? They were doubling sales every two years. He and his family reflected visible aspects of the India growth story. I was happy for him. We were having a cup of tea when a senior member of his team walked into the cabin. I was surprised to see that the gentleman was an old colleague of mine. We chatted briefly about things in the industry and also about former colleagues etc. I knew him to be a very good engineer and manager. During his tenure with my company we had undertaken many path breaking initiatives in technology and management. I asked him if he was still undertaking industry benchmarking studies like he had when he worked for us and which had been extremely useful for us. My friend immediately butted in and retorted; "we have a policy here not to concern ourselves with others, we are preoccupied with our own internal issues." I was aghast ...