MANAGEMENT GURU
1 I happen to read the book written by LARRY BOSSIDY & RAM CHARAN.
Both have 35 to 40 years of experience in many layers of management of USA
Industries.
2 Almost a decade would have been over I think, since Industries
introduced the concept of STRATEGIC PLANNING. Accordingly the recent belief
lay in EXECUTION, apart from other old management concepts. We were / are
borrowing ideas from west on the theory of management of Industry, however
though we do have eminent Institutes and teachers in India. I think I don’t
remember what was available before, THE MANAGEMNET BY OBJECTIVE. The
professional management in private, Public and Govt, started with MOB.
3 When profit was reasonable concern, and services were real concern, MOB
were implemented with right orientations. OBJECT was defined from profit to
quality. Coemptions were healthy and public not only knew the business
organizations but also were aware of the management officials and
directors, EXECUTING THE OBJECT OF IT.
4 Then came the west theory of marketing strategy. There was high pitch
fever in the market. Advertisements became the life line. Public were
forgotten; practices on ethics flew away; profit became the Mantra; rather
a tight do or die policy became a floater; Personnel were never known to
people or press, since “how many kings came in and got fired in the board
meeting “went beyond control. There was VERTICAL GROWTH WITHOUT HORIZANTAL
FOUNDATION. It was Darwin world in Industry, SURVIVAL OF THE FITTEST.
5 Now the stages of management operations have reached a stage, where,
the analysis of the top US companies, lead to a conclusion that, the
inevitable MANAGEMENT GURU is EXECUTION-STRATEGIC. Every method adopted had
only measured, COST-PER-MAN-HOUR in its plants, but had no companywide
measure for real productivity. Hence the need for EXECUTION and the
failure understands and practice execution, negates all that were learnt so
for. Though in knowhow, neglected and had to face the firing of the board.
For example, because the DELL COMPUTER changed the execution to
MADE-TO-ORDER only, could increase the profit, by reduction of inventory.
Execution is discipline.
6 How execution is different from prior management theories? The CEO
convenes the conference to analyse thread bear, the plan of projection,
activity and planned periodical achievements; The allocations are made
down below, for certain pattern of reporting, under the belief that ,having
explained the plan of action must win; then why CEOs lse their jobs?;
because it shall be followed up closely, making alterations then and there
,if so needed; IT IS NOT WATCHING FROM THE TOWER THE GAME, BUT LEADING
INFRONT AND PLAY THE GAME. CEO has to and in turn, all below to down under,
move together as a team, to win. There shall be a check whether or not the
plan is understood and EXECUTED as needed. Reward the doers; expand the
personnel capabilities thro coaching; and KNOW THYSELF—are the mantra of
execution. Under execution, THE JOBS ARE NOT DELEGATED, BUT PALAYS THE GAME
OF CHESS , BY PICKING THE RIGHT TOOS AT THE RIGHT PLACE, WHERE TOOL IS ALSO
PEOPLE. Plan of review in all levels is not the track records of the
reviewed, but the deliverance of the commitments, on each project.
7 The process is
(1) Making the link with strategy and operations. (Planning for short-,
mid- and long-term objectives.)
(2) Developing the leadership pipe line thro continuous improvement,
succession depth, and reducing retention risk. (Performance and Talent
review of personnel over execution of commitments, on various years and
projects and not just the countable track records.)
(3). Dealing with non-performers. (Counting the merits and demerits of the
performer and evaluating according to the preponderance of probability of
increasing the potential by corrective methods deployment.)
(4) Linking HR to business results. (It is not computer-based review, but
analysis of one to one process of correction and rejection from the
existing to another or exiting, on basis of opportunities.)
The fittings of the right people for the right jobs are evolved out of and
the success rate is optimized.
8 So there is only one question of HOW to make the strategic plan? If
SP satisfy the status of
1 Assessment of external environment.
2 understanding the existing customers.
3 understanding the current markets.
4 Best ways for the growth of profit against the obstacles to growth.
5. The study of the competitions
6. Capability of the business o evolve and execute he strategy
7 Balancing of the short- and long-term projects
8. The markings of the mile stones for the objective.
9 Evaluating the critical issues already in store.
10 Sustainability of making money.( taking into account pricing at
different levels, cost factor, working capital, revenue increase,
investments, competitors strategy)
9 Does it end here? NO, few more reviews and
questioning the strategy is ultimate.
1 How well the units of business well understood the plan and the
competition, in and out.
2 How strong is the organizational capacity to execute the strategy?
3 Is the plan scattered or focused sharp?
4 Are we choosing the right ideas?
5 Are the connectivity with the people and the operations clear?
10 So one can understand that “commitment to work’, “sincerity of
purpose’ and team work by a good lead” are termed as EXECUTION. Also, this
theory would apply mutadis-mutandi to Individual efforts also. The
management faces and phases do keep changing, but one thing is certain,
THERE IS NO GAIN WITHOUT PAIN. At the same time, also to remember, Bhagavat
Gita management theory MAIN—DO YOUR JOB WITHOUT THE EXPECTATION OF THE
FRUITION.
11 Also The west is rolling out properties, which were known even in
TIRUVALLUAR PERIOD. “Idanai ivan mudikkum endroindhu adhanai avan kan
vidal”; “Ulluvadellam Uyarvullal”; “Enni thuniga karumam, thunindapin
ennum enbadhu izhukku”----SO MANY CAN BE QUOTED UNDER MANAGEMENT THEORY. Is
there any better management book than GITA?
K RAJARAM IRS 10225
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