Looking back in time! Moments that stand out.

Year 2000:

A tender moment

One evening we landed in Calcutta, later to be called Kolkata. It was in late 2000. The Execo at Hutch was planned the following day. Some of us were checking in at the reception. Asim Ghosh, Managing Director just arrived himself. Suggested it was a great evening. Would we like to go for a walk? Sudershan Banerjee, CEO for Delhi and I agreed. Maybe walk down to a local bar for an evening drink? Yeah, let’s do that, Asim suggested. So we agreed to meet in a short while again downstairs at the lobby.

We started walking and chatting about the city. Asim was amazing. He revealed little nuggets of the city, that although I was born and brought up there, I had not known. We crossed writers building, walked down Waterloo Street and onto Government house. Asim was talking nonstop. Minute by minute he narrated historical facts, pointing out to one building then another.

As we kept walking, we came across a pariah dog. He wagged his tail enthusiastically at Asim, who stopped and lovingly rubbed him on his neck, later his head. The dog warmed up to him and wagged his tail vigorously. Asim talked to the dog for quite a while, while we waited, patiently at first, then not so patiently. Both animal and he developed a strange bond in the moment. After a while we moved on, but the dog followed a few paces behind, not unnoticed by us. We kept walking on for some time, and kept noticing the dog following us still, but several paces behind. Asim stopped once ten minutes later and waited for the dog to catch up. Again ensured a long conversation between dog and him. We moved on again. And Asim this time, was amused and delighted to see the dog still following behind. Asim kept encouraging the dog to catch up each time his pace dropped or while we crossed over to the other pavement.

Soon we were close to the hotel, near Metro cinema. It was late. Around 11 pm. The dog was still a few yards behind. He’d been following for the last thirty minutes. Suddenly, Asim turned to me and said, “Steve, he must be hungry. Get me some food for him’. Food, at this hour, from where. Feeling a little foolish, I dived into a nearby lane. A dhaba was still open. I wonder what food I should buy, I thought. I had never been to a road side restaurant to buy food for a dog. Anyway, I thought rotis would be a good idea. Bought a couple and returned to the main road, trying to spot if I could find Asim and Sudershan.

They there were. They had walked back now quite some distance. Asim had gone looking for the dog. He had apparently disappeared. Sudershan looked incongruous in the dark, wearing a suit. Asim had disappeared too somewhere. I found the whole moment hilarious. I holding, a few rotis, in my hand, Sudershan standing still and Asim darting around on the road busily looking for a pariah dog. If someone could see us now. Managing director of a highly reputed company, whistling away, desperately looking for a recently canine friend that could not be found.

Suddenly, the dog appeared from behind a wall, even a moment later Asim. Asim whopped in delight, in finding his new and recently lost friend. Both moved enthusiastically towards each other. A moment later, the dog moved across the street, onto the divide. We followed. Did you get the food, Asim asked me excitedly. I handed the packet over to him, while he tore the food in small bits and bend down to place it before the dog. The dog scooped up the morsel of food, and swallowed it down hungrily. He scooped another bit and munched on it furiously. It had started to rain now, a few droplets. We all stood there silently, watching him eat. It soon started to drizzle lightly. We continued to stand there while the first drops of rain began to descend. Yet, Asim stood by undaunted and we with him.  I cannot say who looked more pleased – the dog or Asim. Asim watched with great satisfaction as the dog hungrily ate the last morsel up. ‘He needs water, Asim said excitedly. Gosh, I hope you are not going to ask me to get a bottle of Bisleri mineral water, I thought.

It began to rain in right earnest. A pool of water began to gather at the edge of the kerb. The dog thirstily lapped it up. Then he looked up. He caught our eye and then it raced away. We watched him run across, to the other side, and followed him till we lost him as he turned around a block. Asim sighed with satisfaction and we turned away. We crossed the other side and walked back to the hotel. The rain gently kissed our cheeks, and added weight to our clothes. But I felt light, happy and connected.

I had learnt a valuable lesson in love and affection. Even today, when I walk down the same street on Chrowinghee, I look for the dog, and then glance over my shoulder, looking for Asim.

Living in one's own Truth

We are all part of the one Consciousness. The stars in the distant galaxy, or the tiniest of particle all have the same stuff, which is similar. We are all part of the same fractal, but adapt to the environment we live and interact with. (Video: Bruce Lippot, Biology of Belief). Our world is but phenomena of our own perception: what we see out there is shaped by our thoughts. We eventually see what we ‘wish to see’. We consolidate our belief systems, and act within this: our actions are predetermined. 

At its primacy, what makes us tick is a deep desire to seek happiness. We chase money (more specifically, what money can buy us), or we seek friendships with others (to boost our self esteem), or power or recognition (to gain more control of our environment and influence things around us); some of us even seek truth around, ‘who am I’, the ultimate in desire. For truth comes not with searching. Truth is recognized whenever, wherever. It is as certain as a bright day-all doubts vanish. Truth is an eternal principle, it stands irresolute over time.

All this is a search: as if something is out there to be found. Yet, we forget, the important lesson: we are already joyful, blissful and complete in every way. Timothy Gallwey, in the Inner game of Tennis says, “ The rose is a rose from the time it is a seed to the time it dies. Within it, at all times, it contains its whole potential. It seems to be constantly in the process of change, yet at each stage, at each moment, it is perfectly all right as it is’. Our misery comes with wanting to be something else. When we expect, we get disappointed, when we accept, we find harmony. Nor should a search for it self become an obsession. According to the Tao – The sage does not contrive to find his self, for he knows that all which may be found of it, is that which manifests to sense and thought which side by side with ‘self’ is naught.

Our truth lives within us. As Buddha instructed, ‘be a light unto yourself’. Follow your own intuition, even if it seems paradoxical. Lao Tsu says,

What is in the end to be shrunk, must first be stretched

Whatever is to be weakened, must begin by making strong

What is to be overthrown, must begin to be set up

He who would be a taker, must begin as a giver

This is called ‘dimmining one’s light’.  

Designing Organisations

Designing Organisations

A successful business comes from satisfying consumer needs, not just in making a product or service available. It comes from an obsession to stay focused on the customer, not on the competitor. A customer recognizes when you meet his needs, he stays loyal, he becomes a raving fan, he advocates you to others. This word of mouth is your strongest brand. Reflect on the countless review websites we read to assess a product, as opposed to the official website. Even while recruiting talent from campus, it is the word of mouth of earlier alumni that has more credibility than company placement presentations. We often feel that ‘paise vasool’ is what determines high turnover. That is indeed correct. However, paise vasool is not about being inexpensive, it is about delivering value appropriate to each price point. A rolex watch at 3 lakhs delivers as much value to the buyer, as a 15K Titan watch – at both price points the buyer is satisfied, as both products serve differentiated needs. A product in essence has to be attractive. 

Devdutt Pattanaik, author and well known speaker, argues that in order to receive, one must first give. It is the duty of the Yajaman (the initiator) to offer svaha (offerings) to the God invoked (at the yagna), and pleased with his devotion and offerings the God offers him Thatatsu (a boon). This needs to be understood. Unless one gives – a service or his talent, can only one expect a return. It is a reciprocal process.

The offerings we make has itself to be differentiated – it must be customized to each customer, even if it has to be mass customized. Like a pizza base, that allows for a choice of toppings, suited to each one’s palate. With appropriate use of technology and process, we must try and ingeniously support ‘My Plan, My way’. Companies that allow for this interactive engagement with the customer always get rewarded. Morever, customer stays loyal. 

I argue that any organization structure should have three basic units – a ‘serving unit’ (that executes flawlessly based on well engineered processes using fit for purpose technology). This serving unit should be self sufficient, self regulatory and empowered to deliver end to end services to the customer.

At the Central level, is the ‘thinking organization’ whose primary function is to ensure  Products /Services correctly segmented for right customer, well positioned for features and with correct price and placement. To ensure that Design and Architecture is built in right first time.

In between these two units is the ‘linking organisation’ that provides deployment support, embedding in the field and rapid scale up.  The linking organization needs to ensure that the fractal nature of the service is supported.  Fractals are infinitely complex patterns that are self-similar across different scales. The real trick is to keep the linking units, light touch in resource.

The role of the organization, then in essence is to support the role of the Yajaman, to ensure that he is best served to serve the customers. At gatherings I heard my boss once ask, “how many of you are in Customer Service?”. Thinking it was a question about a department a few hands shot up in response. The reality is that we are ALL in Customer service. Some service the customer directly, while others service the Yajaman who does!

Fundamentally, this requires a re-look at Organisational Design, that structures the form to support from Top layer to the bottom. Instead it calls for a deep understanding around tasks /activities at the smallest level that will support the external customer. It is from this basic serving unit, that one builds the organization upwards, ensuring that the Organisation Design is secure, smart and simple.  As someone said, a simple model is not what one can add to it, but a stage when you cannot take anything out of it.

Smart Design is not enough: to this must be added Culture – the glue that creates the win. Devdutt Pattanaik argues that organisations need ever more innovators (Krishna) and ‘execution oriented’ people who follow rules to serve (Ram). It must be careful it does not support pretenders (Duryodhan) or even worse rebels (Ravan).

Nurturing the right talent mindset is key: to follow through on execution, to be innovative, to have an ownership mindset, a service mindset to give and serve, detailed orientation and being meticulous, a devotion and deep commitment to one’s duty, and a purpose that is differentiated to serve customer’s needs. To see one’s work beyond the material, but more deeply satisfying.

I advocate these are the new age competencies, eternal as it is for the truths it contains. For what is Truth now, would have been truth then, and will forever endure.

More on System Thinking

More on Systems Thinking

Herein is my experience of systems design

1.     All systems are a function of its design principles.

2.     The principles of the design comes from ‘ form following function’.

3.     The function arises from the primacy of the objectives of deliverables.

4.     The form of the system must change/adapt to the functionality in real time

5.     A system out of form with its functionality leads to entropy.

6.     Systems must be constructed for modern times, not borrowed from past models – they were relevant for those times.

7.     All system combine Process, Technology and People in relation to context.

8.     Best practice models, should give way to bespoke models (fit for purpose) or ‘next in class models’.

9.     A form denigrates because it is trapped in an existing paradigm: for change to occur, the paradigm itself has to be changed.

10. Systems exert stronger pressure than the individuals inside the system.

11. The collective individual’s intervention exert pressure on the overall system. Even the action of one individual makes a change in the overall system.

12. Systems and individuals continue to exert pressure on each other, and the form continues to require changes. The Gestalt of the system needs to be studies as always.

13. In order to maintain the health of the systems, re-ordering systems should be seen from the beacon of the Vision that spans across a broader time horizon.

14. Elements of the system must contain resilience and negotiability to allow it to adapt.

15. A system must have qualities of satyam (authenticity) , shivam (energy) and sundaram(beauty).

16. Systems that triumph eventually are simple, smart and secure.

Universal Laws applied to Business Organisations

Universal Causal Law applied to Business Organisations

Swami Chinmayananda explains the three laws as under:

1.     Every effect is on account of a cause

2.     The effect is the cause itself in different forms

3.     If one removes the cause, there is nothing that remains

In this, he clarifies that the manifest arises from a universal source, ie Consciousness, that is singular, all that exists is the plurality of the source itself, and it is life itself (read energy force) that creates all, which once removed renders the effects non-existent.

Let me apply this to Organisations.In the world of business organizations, the organization itself is a creation. All organizations are ‘perfectly designed to be the way it is’ – it arises from the source. You get what you deserve, for it is this that you have created and sustained. Are the product and services it offers, a ‘pull’ – that is, does it attract consumers to it, or does it wish to ‘push’ products. Organizations that are prosperous, but are constantly anxious about losing its Goddess Lakshmi, remain preoccupied by its wealth, yet organizations that strive to serve – that offer value to its consumers, always attract, and grow in firm measure. True value comes from the desire to serve consumer needs – to first give. The by products of giving, result in creating fruits (read profits). Those that have an orientation to serving the myriad stakeholders rather than profit for its own stake survive.

In the role of organizational practitioners, one preoccupies oneself with either work on ‘work processes’ or ‘management systems’ to improve effectiveness. These systems are either the review processes, rewards systems, compliance processes, learning, or organization structures. Much has been done in this area (read organization benchmarking, best practices, Process engineering, etc). By itself these are not enough. Under the universal laws these are ‘effects’ of the cause, there are not the cause that shapes effects.

Much time has also been spent on Culture renewal. Culture to me is derived. It is the effect of the cause. There is little gain in trying to change the culture, unless we visit the source itself – ie, that which is the cause that creates the culture effect.

In this I am pointing out that work either at the systems level or at the culture level is futile. These are the outcomes or effects of something arising from the cause. It is true that the effects itself are the cause in different forms. The presence of the cause in the effects itself continues to make us work with the effects of cause. It deludes us from the real task - the cause.

I argue that we have to go beyond the effects of systems and culture transformation. The work must begin by reviewing the design itself, and the very nature of the design principle. When one does this one can see only too clearly why an effect continues. Perhaps the design principles were built for a context and the context itself has changed, which may require an overall change in the design itself. It is this adaptability that allows organizations to change to succeed over time. Looking for this root cause is fundamental, else one is forever treating the symptoms. For example, working to reduce obesity at the effect level will not work, it needs a change in lifestyle, if it is to succeed. The body mirrors the lifestyle we lead. Change the cause and you can change the effect.

Here lies the basis for innovation, for only through innovation is the organization design principles revisited for relevance and changed to better adaptability to a situation. A design arises out of a paradigm, set by oneself or as a byproduct of the social mirror around us. This requires changing the paradigm, with intelligence different to that which originated it. 

I argue that design principles by themselves are not enough. Deep within the intellect is the deeper understanding of two elements – one being the dominant logic of the organization that pervades all design principles, and the other being the dominant values. The first is the thinking, and the other the feeling – the two forces that give way to the organization blueprint – the fabric of the design that allows for creation and sustenance.

It is this dominant logic that illuminates all – it exerts ‘adhikar’ on all design parameters, and with it is the softer ‘anurag’ that gives it energy, that binds all actions. It is the balance that is the key – the ‘samtulan’ that holds it together. Both adhikar and anurag are needed, as the gardener must prune, remove weeds yet water the plants. Doing both, with the sole purpose to serve is the balance.

It is this cause (read organizational vision and purpose and value) that sets up the phenomena, around which the effects manifest. The consequences and outcomes are then the plurality of this vision, and in the absence of which the organization decays. The vision holds resilience, yet is negotiable with its environment, and is held by an enduring vision that is compelling.

It is said that Vision is the key to what organization becomes. It is the cause that gives birth to the effects. Without it, there are no effects. Thus, the universal causal laws are important principles.

In summary, there is the cause (logic and values) that creates the Organization Design, within which lies the effects of the systems and processes, that creates a culture for delivery that defies the business results. I argue that all work must begin from the ‘gangotri’ the very source, not mid stream or down stream.