Rajeev Gupta's Blog: Rajeev Gupta's Blog: Managements world over have b...

Rajeev Gupta's Blog: Rajeev Gupta's Blog: Managements world over have b...: "Rajeev Gupta's Blog: Managements world over have been plagued by a dise...: 'Managements world over have been plagued by a disease called in..."

Rajeev Gupta's Blog: Rajeev Gupta's Blog: Managements world over have b...

Rajeev Gupta's Blog: Rajeev Gupta's Blog: Managements world over have b...: "Rajeev Gupta's Blog: Managements world over have been plagued by a dise...: 'Managements world over have been plagued by a disease called in..."

Rajeev Gupta's Blog: Managements world over have been plagued by a dise...

Rajeev Gupta's Blog: Managements world over have been plagued by a dise...: "Managements world over have been plagued by a disease called incrementalism and satisfactory under-performance. Organisations are thus alway..."

Managements world over have been plagued by a disease called incrementalism and satisfactory under-performance. Organisations are thus always thinking about incremental growth and are happy to look at enhanced market share, improved customer satisfaction, higher IRR, ROI etc., based on previous years performance. This approach has been practised many a time fairly successfully especially in countries like India, working in closed economies. The driving force in these economies has come from a comfortable ROI, obliviated from the fact of competitive inadequacy in terms of global competition. Paradoxically this success contains the seeds of its own destruction.

Decade by decade, thinkers have suggested various tools and techniques to improve the business performance. In the recent times Core competence, Reengineering, TQM, empowerment of teams and the like has been thought of as the panacea. Over the years it has become apparent that many new tools and techniques got delegated to fad dustbin by organisations, barring a few who made them work.

Per se, conceptually, the tools and techniques are excellent. The critical question is that do they work by themselves? The answer is decidedly no — successful application is directly relatable to organisation culture, which is nothing but the collective operative mind-sets and calibre of the individuals in the organisation. Human capital development is thus at the apex of any change process.

The essence and quality of such development is steeped deep into the roots of one’s value system, which is a natural evolution from the socio-cultural fabric of a nation. No organisation can thus grow by imitating others but has to develop and follow its own national and organisational culture.

Optimising performance has been the major concern of business enterprises everywhere. At the organizational level, our operational processes, systems & equipments have undergone a metamorphosis. Ironically the management thought paradigm of which we are still proud of is about 2500 years old.

· With increased integration of world economies, can we still live with this incrementalistic approach?

· Do we not need to redefine our thoughts, our parameters, our philosophies, management structures, strategic intents, definition of competitive advantage, value chains, human resource, etc.?

Given the current scenario, can business community in India take radical steps to be a world class economy? If so, how?

We thus now need to brainstorm on ways to redefine management.

Redefine what and why?

Redefine why and how?

Redefine how and now?

And ultimately - now and in India?

Rajeev Gupta's Blog: Diffuse the time Bomb – Before it destroys the or...

Rajeev Gupta's Blog: Diffuse the time Bomb – Before it destroys the or...: "To lend an ear CAUTION: High Stress Levels Can Cause Higher Attrition Rates. This `was' one warning note that big cooperates had learned to ..."

Diffuse the time Bomb – Before it destroys the organization

To lend an ear
CAUTION: High Stress Levels Can Cause Higher Attrition Rates.
This `was' one warning note that big cooperates had learned to live with. But now they do not have to care about this warning anymore. With help coming in from success coaching institutes like RDI (Resource Development International), companies that saw attrition rates rocketing to about 40 per cent have now come down to a mere seven per cent. "It is no rocket science that we practice, we try to establish an interpersonal relation with the employee, by listening to their problems and guiding them through it," says Rajeev Gupta, Managing Director RDI.
RDI is a UK-based company that has more than 30 international centres. It was established in Delhi in 2000. RDI is a firm specialising in success coaching that helps individuals to self-examine themselves and set realistic goals and helps them to achieve it.
Holistic development
Asked as to what is unique about RDI as compared to others, he says "It's the holistic development of an individual that we strive for and not just the training and development and that's the area where we are unique." The information they get out of the interaction with the employee is then analysed and is generalised to make sure that the policy makers don't treat the employee as a mass but deal with each one's problem at an individual level. But we keep the information secret and don't even reveal it to the employer," maintains Gupta. an engineer who is also a Graduate from Indian Institute of Management, Ghaziabad. His team consists of management practitioners, behavioural scientists communication professionals who design training programmes that aims at bringing about attitudinal and behavioural changes.
Answering to the question as to what are the things that he keeps in mind while recruiting anyone? He says "the first thing that I keep in mind is the competency level that the organisation expects from the person to be recruited."
RDI also provides management training and is planning to open a management institute.