Invoke Planet Pluto!

I love metaphors!

A metaphor enigmatically whispers a connection.

For me, Pluto is an apt allegory for Transformation.

 

Astrologically, Pluto is associated with renewal and rebirth. Pluto conveys releasing of dormant power. Pluto is planet of expiration and resurgence…redeeming our own existence and emerging out as much resilient being. It represents endings and new beginnings, as well as transcendental growth and reawakening.

 

Traditionally, many dynamic entrepreneurs have set the golden path for the “entrepreneurial upsurge” in our country. Unquestionably, today the same “entrepreneurial spirit” is being acknowledged as the momentous driving force of the Indian economy. However, the changing business environment has overturned all professed successful business practices of the past. The changing scenario is increasingly demanding an altogether different approach towards sustaining successful business enterprises. Interestingly, transforming such archaic entrepreneurial convictions, is becoming the most decisive factor for the survivability and progression of an enterprise in the global environment.

 

Indian Promoters are extremely good at generating revenue and managing complexities of the business, but are like a “walking catastrophe” at leaving behind an evolved organizational legacy. Today, MSMEs just can’t relax with incremental developments, they must drastically re-evaluate their strategy to grow, sustain, and remain. Many do not even realize their own growth potential.

 

If an enterprise is not ready to embrace desired changes needed to survive, it will inescapably collapse.Even a deep entrenched MSME, when faced with major disruptive challenges, cannot change the course that swiftly. I believe, majority of MSMEs need redemption.

 

Yes! It is time for MSME universe to invoke its planet Pluto…the sphere of transformation.

A simple check list for all the entrepreneurs, who are contemplating to jump into big next growth orbit, is given below:

 

Evaluate if your business frequently airs following manifestations?

  • Frequently shifting business priorities

  • Dwindling behind competition without any justifiable reason

  • Finding skills/knowledge of existing employees too short for the futuristic dynamic growth dreams.

  • Sluggish and faltered execution of significant growth projects.

  • Stretched unplanned twirls of deliberations followed by highly hectic pressure for overnight realization of results.

  • Never-ending meetings with kaleidoscopic focus on business realities.

  • Excessively restrained and fortified for experimentation.

  • Facing high attrition of star professionals with large residual mass of old deadwoods.

  • Unenthusiastic about integrating new technology initiatives

  • Highly centralized at top. Every decision needs final approval.

  • Suffering from silos of functional empires.

  • Lots of time invested in crisis resolution and unproductive activities.

  • When you exactly know “what”, but unable to envisage the “how” part.

  • Apparent complacency and indecisiveness prevails in the culture

  • Every time team fails to meet panned and agreed monthly business targets without any palpable rational

  • Decision making grinds to a halt in absence of senior functional leaders.

  • Customers appreciate your intentions but unhappy with your actual service/product.

  • Essentially employees are indifferent towards company’s failure or success.

Picturize your company and evaluate…even if 30 % of the statements are reflecting true reality of your business…it is time for you to embrace the transformation.

Realize your warning signals!

Change is inevitable in an organization’s life. A caterpillar has no idea what is to become of it. Often it can be difficult to know where transformation will lead us until after it is complete. Transformation suggests significant shifts in an organization’s thinking, behavior, systems, and culture. But, many enterprises, undervaluing the significant gap between current business thinking and a transformed entrepreneurial approach, are strained for continued existence in competitive arena.

How to transform an organization?

What are the constituents of the transformation and how do leaders lead their organization through the change processes?

Next Orbit is a boutique consulting firm, capable of amalgamating rich professional experiences and exclusively designed transformational processes for MSMEs.

Next Orbit provides MSMEs with transformation, advisory and consulting services across multiple industry sectors.

We, at Next Orbit, are equipped to bridge the gap between an entrepreneur’s dream and the business realities. We help an entrepreneur in building his/her transformational leadership skills and driving expected results.

Regardless of your business complexities, offering tangible business impact is our promise.

(The author is Managing Partner at Next Orbit Consulting LLP and can be contacted at babayagnik@gmail.com/www.bhagwatyagnik.com)

 

Transformation is not an isometry!

www.en.wikipedia.org

Do you remember your physics?

I do!

Thanks to my highly “numerical-obsessed” provincial high school teacher in a laidback humble small town in Rajasthan.

I still remember the definition of Isometric Transformation.

An isometric transformation is a transformation that preserves the distances and angles between a pre-image and its image.

Put simply, in an isometric transformation the image is exactly the same size and shape as its pre-image.

Today, while dealing with organizational transformation in various enterprises, I have resonated that simple statement again and again “transformation is not an isometry”.

Transformation does not mean just “doing things differently”. The process is much deeper, it means “becoming different”. It demands metamorphosis of old patterns. A transformation program is a radical, meticulously commissioned process, that builds an organization’s capabilities to change, and ensures its alacrity towards looming business challenges.

It is actually a new paradigm scenario. Organizational transformation positions an enterprise to a new direction and revitalizes it to higher orbits of readiness.

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Next Orbit : Visioning Change

We owe our success to You…!

We have always assisted you in realizing your dreams…!

We are delighted to share our company’s advancement with you

Yagnik Management Consultants Pvt.Ltd

is now

Next Orbit Consulting LLP

Leading Transformative Change

We are rebranding our company as Next Orbit to rightly align our distinctiveness with the expertise we offer to our client organization

We are here because of your unceasing support

A new chapter has begun at Next Orbit

Translate Your Future with us and Evolve…!

Personal Warm Regards
Bhagwat Yagnik
Managing Partner
NEXT ORBIT CONSULTING LLP
www.bhagwatYagnik.com
babayagnik@gmail.com
+91-9810899919/+91-124-4288476
Follow Me:@babayagnik/Facebook/LinkedIn/Google+

 

Enigma of Silos…!

“Silo builds the wall in people’s minds and creates the barrier in organizations’ “hearts.”
Pearl Zhu,

www.wikipedia.org

Organizational silos are like cultivated citadels within a company.

Last week, I had an intense discussion on this topic with the Managing Director of a large manufacturing organization in Mumbai. While sipping revitalising Yorkshire Tea, inside his well-ornamented sea-facing office at Nariman Point , I could feel his raw vulnerability in infuriated outburst.  “I don’t see that it’s worth my time to act like an umpire between my HODs. They are the ones that make things happen around here and shockingly, same HODs are incapable of getting along like two grown-up mature adults. They are behaving so childish. Honestly, I do not have luxury of time to waste on such petty issues.”

I instinctively asked him, “Who is responsible? Who has let allowed such bargained and warped relationship concreted among them ? Who should be blamed for this quandary?”

Silos are usually defined as groups of employees that lean towards working as self-regulated units within an organization. Essentially, when employees are left to their own comfort zones, they tend to get colonized and ingrain their own distinctly insulated culture within the organization. Often, the forbidding caustic influence of such silos indefensibly pedestals dysfunctionalities in most organizations. Conceivably, silos are manifested symptoms of a larger embryonic organizational disorder. These contagious symptoms creep-in gently and then spread-over the organization as a “cure-resistant” ailment.  

The intimidating enigma of silos has been argued and debated in brooding corporate board rooms for eras without twigging to any comprehensible antidote. Silos, in reality, are tolerated disobedient excuses. We can easily conclude that an organizational culture that tolerates or emboldens silos, often gets wedged up in the vortex of personality linked skirmishes. 

An effective leader always try to put an end to silos in the organization so as to circumvent following direct repercussions:

  • Breeding of brutishly inward looking coteries

  • Tangled priorities

  • Restricted optimization of individual potential

  • Controlled flow of obligatory information

  • Clogging of synchronized decision making

  • Unnecessary crowd-piling (of scares resources)

  • Engendering distrust and reinforcement of self-focused defiance

  • Creating ghoulish competition

  • Condensed positivity.

  • Blurred functional transparency

  • Lumping spirit of co-creation, cooperation, and agile culture

  • Nourishing power starved characters

  • Exasperating unbiased employees

For me, functional silos are not accidental and do not emerge overnight.

The provenance is always at the top of the organization and lashes downwards as spiteful streams in the hierarchy.

The big question is: Are we unintentionally encouraging and rewarding people for effectively manipulating organizational vulnerabilities? Sometimes, the competing work climate and scientifically micro-calibrated reward system in the organization, inadvertently amplify juvenile behavior in the organization.

The territorial hostilities are result of unconsciously fostered belligerent leadership team at the top that essentially echoes the conceded moral beliefs in the organization. Perhaps, the silos are an unscrupulous leakage of supremacy tournaments. Besides, even power-mongered employees of the siloed functions, get their bosses’ tacit backing for the advantage of nursing their fiefdoms. Unfortunately, the pretentious and despotic leadership of the company, securely attributes it to functional incompetence, indistinct cross-functional processes, immaturity of people, and poor team work. Of course, these factors do play a significant role in compartmentalization of the work culture, but (predominantly) leadership team is singularly accountable for humanizing an effective resolution for such issues.

So, what a CEO should do to win-over the underwired silo mind-sets:

  • Build a shared unified purpose in the organization

  • Tear-off silos by being transparent and talking straight  

  • Shift focus from “me & my department” to “organization” first

  • Stop rewarding only “vertical excellence” in the organization

  • Encourage multiple horizontal team projects with common goals

  • Educate employees to dismantle (psychological) functional boundaries

  • Introduce planned rotation to avoid people becoming a tribe.

  • Encourage common celebration-platforms to enhance social networking

  • Reassure people to share and accept their mistakes

  • Redirect an “internally competitive” mind-set to prove the edge over competition

  • Nip it early, before it gets institutionalized

  • Confront hard with the pollutants responsible for surreptitiously engineering silos

Everything ultimately boils down to the leadership and sharing culture in the organization. Providing an enjoyable and seamless organization culture should be enough motivation for people to rally around a common purpose.

Yes! It is a tough cultural challenge to address silos. Often, an organization does not have maturity and systematic processes of questioning such behaviour. Yet, the leadership team is singularly responsible for creating a work environment that enables engagement, empowerment, cooperation, and innovation.They are accountable for transforming an organization from fraternity-entrenched work climate to highly integrated agile work climate. 

Want to challenge the status quo?

Let’s have a probing dialogue. My reflections will certainly enable you to pinhole the bulging dysfunctionality in your organization.

 

 

A very Happy New Year ….!

hny2

Wishing You A Very Happy and Prosperous

New Year 2017.

Your success and happiness lies in you

Life never stops giving us chances to achieve what we long for;the duty is ours to make the most use of the opportunity.

With Personal Warm Regards,

Bhagwat Yagnik

Founder & CEO

Yagnik Consulting Group

​Leading Transformative Change…!​

www.bhagwatYagnik.com

babayagnik@gmail.com

+91-9810899919/+91-124-4288476

Follow Me:@babayagnik/Facebook/LinkedIn/Google+

details

Cheers to the new year…!

 

The Uncompromisable Leadership Obligations

“The future belongs to those who see possibilities before they become obvious”

~ John Scully

Phoenix-emperor.wikia.com

Last week at Udaipur, the cloudy grey morning with unbroken pelting of rain, confided me (providentially to a picturesque lake-side log-hut) from my otherwise intended second round of leadership intervention for a client organization. The accidental day off and solitary caging led me to think about apparent leadership compromises in one of my client organizations. Over the past few consulting years, I have observed the agonising disintegration in the quality of leadership courage in several Indian enterprises. Quarantined in my room, I got sufficient time to expediently introspect about the essential leadership debts. Their indispensable obligations, like, rendering of vision into reality, people engagement, achievement focus, and many more.  

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An Enabler Can Save Your Startup Crash…!

Let us be grateful to the mirror for revealing to us our appearance only.

-Samuel Butler


www.pixabay.com

 

Enabler! Can save a Startup crash?

Yes, I believe so!

I also believe that there are too many disproportionately puffed-up noises around Startups. Ultimately, it is an innovative, potentially fast scalable, and geographically unconfined business model. Irrespective of the kerfuffle crafted around Startups, like every other business, success of a Startup too whirls around people. People are the only eternal competitive edge (initially and even after the massive scale-up) for the Startups or any other format of business to succeed… And whenever we talk about people, we cannot ignore importance of an ‘Enabler’ (I will talk about Enabler after a while).

Look at several news items, statistics, and independent study reports flooding the net on thriving global Startup Ecosystems and on India story. Yes, picture is very attractive. In recent years, the Indian Startup Ecosystem has really established itself as one of the fastest growing ecosystem in the world. As per Nasscom Startup Ecosystem report 2015, India has flagged its way to secure the third position in the world in terms of the number of Startups (over 4200 / 40% growth)  with over $5 billion worth investment in 2015 and almost 3 to 4 Startups emerging every day.

Wow! Great news!

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Cultural Transformation: Don’t Miss The Blindingly Obvious!

“Culture does not change because we desire to change it. Culture changes when the organization is transformed – the culture reflects the realities of people working together every day”

– Frances Hesselbein


images

Regrettably, almost 75% of organizational transformations downright fail.

I remember advising on this topic to a large “top-down” jaundiced client organization, best known in Industry for arbitrarily thrusting tactical commands upon dispassionate employees. Often that led to poorly executed projects, brusquely frenzied debates, unintended delays, and duplications. Leadership of the company was never in sync with the unfulfilled employees and their real issues. Customarily, culture in that company, remained an underleveraged cog in the revenue generating wheel.

Unexpectedly, most of the business leaders, hardly appreciate the incredible clout of an energized culture while dealing with the increased business complexities. It is not that easy to comprehend how to leverage and transform prevailing culture to enhance the success on the ground. It needs conjuring of an elusive “wake-up” intuition that the culture of a company can chew away the best crafted strategies. Largely, leaders of such organizations are far-off with regard to what they assume as their culture and the ground level realities.Probably, they try and acclimatize with the looming challenges by taking chances.

The first preparatory step in a culture change initiative is to find out what is “working” and “not working” in the organisation. Following tips are critical for attaining cultural advantage in any business. The pointers might sound obvious but are all exceptionally important.

Final_chart

(Finally, you need to be tolerant. Transformation initiatives do take time. Even in the face of obvious reasons for transformation, an organization can be impervious to change. Prevalent culture in any organization is a familiar fusing medium for employees. Therefore, any change is perceived as intimidating)

When you objectively study the culture of an organization, you will realize that  it is (loosely) both- an independent (or causal or dispositional) and also a dependent variable. If it can seriously power and ignite the committed performance of the people,  enhances obedience towards formal systems & processes in the organization, it can equally be “energized” by constructive behaviour, respect for formal systems & processes, overall performance of the organization, and so on.

It is animatedly intertwined!

I hope that you will find this piece useful and that you will not commit similar slip-ups. Please bounce back your ideas and plans in case you too are embarking on similar journey.

Half-Baked Change: An Episodic Approach Towards Organizational Transformation Clouds Its Purpose.

People don’t resist change.  They resist being changed!

– Peter Senge

Rubic

 

One of my client organizations when began to work at weighing various possible alternatives to fast-swell their growth objectives, the congenital promoter, obsessively pitched for the idea of acquisition. It took sensible time to convince him not to hasten such moves to avoid a disappointing bearing over the already hard-won achievements. Providentially, after collective deliberations for days together, the entire apex team could recognize that any acquisition at that stage would be suicidal for the financial health of the organization. Rather, enterprise-wide business process reengineering was a much more relevant option to sharpen the blunt edges of the organizational systems at that time.

Any failed transformational initiative often offers an occasion to the people to be contemptuous and cynical about the whole thing. A change program usually takes long time and is not an unobtrusive process. With increasing business complexities, change is getting harder. It is exactly like the folklore of elephant and blind men. We all talk about transformation but very few actually know “What it is and How to do it”. Our distinctive choices can be ‘correct’ from our individual perspectives, but characteristically restricted by our inability to apprehend the totality of the truth. My current blog is about Change management. How an episodic approach towards organizational transformation clouds its purpose. Continue reading

REFLECTIONS: IMPRESSIONS – PART III

“Enter your inner self in order to see the life you desire.”

–Aniekee Tochukwu

en.wikipedia.org

Why knowing yourself is not your first priority?

We are most terrified of visiting our own self. So, many of us go through each day events, reacting and focusing on everything else, but to take a conscious inward journey by delving much deeper. Even if we do, our quest for soul searching is surprisingly a booby-trapped pursuit. I believe that a sincere deep inner journey can possibly swing the hard ground underneath, but it can also open up whole new revelation of our submerged potentials. Why not? In fact, we are born to make manifestation of the splendour of our deepest light that is within us. Our personality is reflection of our inner self. We are meant to shine in this world. It is our life force that makes us find reasons to get up in the morning for doing something meaningful! 

 

Self — The Inward Journey

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