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.

 

 

REFLECTIONS: IMPRESSIONS – PART II

A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.

-Lao Tzu

www.magic4walls.com

This blog is a tearful tribute to my younger brother whom I lost just few days back.

SHOCK is probably too light a word to express. Jovial, bright, and ever smiling. A true leader and a remarkable human being who merits not only respect but also celebration. He just didn’t seem to ever think and shy of believing himself as a true team leader. But I do and many more who came all the way from far remote locations to Mukti-Dhaam (cremation ground) to witness the last conquest of their much-loved leader. In his professional life, his work ethic and impeccably high standards translated into a successful and prominent sales career. His every action inspired his team to dream more, do more and become more. This blog is a homage to a true leader. Continue reading

REFLECTIONS : IMPRESSIONS – PART I

Each day is born with a sunrise
and ends in a sunset, the same way we
open our eyes to see the light, 
and close them to hear the dark.
You have no control over
how your story begins or ends.
But by now, you should know that
all things have an ending.
Every spark returns to darkness.
Every sound returns to silence.
And every flower returns to sleep
with the earth.
The journey of the sun
and moon is predictable.
But yours, 
is your ultimate
 ART.” 
― Suzy Kassem

forgive

Life’s a journey filled with lessons, hardships, anguishes, blisses, festivities and special moments. You can choose to ride the journey of your life however you want. If you are looking for a catalyst that will re-connect you with that bit of your soul, reflect back on your life journey. There’s something inside us all that craves to make an optimistic impact on the world around us. As George Bernard Shaw said, Life isn’t about finding yourself. Life is about creating yourself. Our life journey will always have deep impressions on our character, choices, and responses. Every milestone of my journey has helped me re-focus on my goals. Not only challenging me emotionally and intellectually, it has also provided an opportunity for my personal growth and professional genuineness. Through this blog, sharing few of my life and career images with you…! I have labelled my thoughts & quotes as ‘Reflections: Impressions’ and this is Part-I. Continue reading

WHEN TRIED BY FIRE…TAME YOUR TURN-ONS!

Never does the human soul appear so strong as when it foregoes revenge and dares to forgive an injury.

-Edwin H Chapin

www.en.wikipedia.orgAre you troubled by something that happened at work in your past?

Are you enslaved and incapacitated by lingering thoughts of revulsion, touchiness, and animosity towards your boss or peers, bit by bit, literally bloating your head?

Why we all care so much about what other people think of us? Why their acuities have reflexively encompassed every facet of our being?

Just remember one thing, in corporate ecosphere, oppressive behaviour comes in all forms. Subjective vindication is much complex and pervasive sensation in otherwise cramped corporate power corridors.  At some point in our career, we all have inadvertently stumbled upon such caustic power-mines. Regrettably, it materializes more frequently as we climb up the ladder. 

Yet, whether we think about it consciously or not, one important question continues to stay alive beneath such experiences: How one should react to such methodically premeditated career assaults? Continue reading

The Lines and Boxes have a Purpose!

Yagnik Management Consultants

Facilitating Cultural Transformation 

& Designing Predictable Organizational Architecture

en.wikipedia.org

 

An Organization Design is a Corporate Self-Reflection.

A Web of Integration and Differentiation.

A Dynamic Energy Matrix of Fission & Fusion.

It demands engrained imbuing of Stability in Continuity & Flexibility in Rigidity.

Traditionally, enterprises are proud of investing heaps of money on growth strategies. Yet, very little genuinely gets translated into the projected results. Regrettably, the significance of culture never gets priority on the ‘table’ of the decision makers. Besides, leadership has proven to be bit elusive towards demands of change management. 

It takes long for an enterprise to realize that success is directly contingent upon its deeply embedded culture. Transforming an organization’s culture is a demanding leadership challenge. Most of the time, we  pretend to be satisfied with episodically introduced “Magic-Potion” of few widely held but uncharacteristic “fairy-tale” interventions to address extremely intertwined and reciprocally reinforcing influences of various organizational elements. Alas! That is not likely to help your organization. Eventually, such efforts fail, despite indicating flickering light of  progression for a while. 

Organizational Design and Cultural Transformation initiatives are highly interlinked. Today, organizational architecture leans towards integrating all the significant elements of agility and displays noteworthy features of an organic design with a self-empowered team structures. Eventually, an organizational design must fit your business strategy. Correspondingly, organization culture is equally a deceptive but determining factor in the success of the organization. It refers to deeply imbedded beliefs, ideologies, principles and values that the individuals of an organization share and practice. Finally, Culture shapes the character of the organization. 

Many of my clients find it increasingly difficult to drive performance in a dysfunctional structure. The ever changing disruptive market realities are recurrently unsettling  their business strategies  and they do not know where to begin or simply don’t know what to do. 

We have a very entrepreneurial approach to change management.

We are specialized in addressing all your specific challenges in effectively launching transformational initiatives. Invite us as your partner in resolving all critical concerns you are encountering while designing an architecture for a performance driven enterprise. 

We will assist you in avoiding common missteps.

Just reach out to us…!

Bhagwat Yagnik

Founder & CEO

Yagnik Management Consultants

www.bhagwatyagnik.com

EMail ID:babayagnik@gmail.com

Call: +91-9810899919/+91-124-4288476

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

(PS: We thank you in anticipation for forwarding this post to your professional colleagues. If you have any queries about our organization or our work, please feel free to contact us through mail or the telephone number provided above.)
 

 

 

 

Don’t Pay For Your Boss…!

“An appeaser is one who feeds a crocodile, hoping it will eat him last.”

-Winston Churchill 

www.wikipedia.org

Last week at Jaipur, I was conducting a program on Cultural Transformation for the leadership team of a conservatively managed large Indian enterprise. Late evening at the terrace of that heritage resort, while atmosphere was festive and the air was curried with the aroma of local culinary, I was quietly staring out at the majesty of the dimly illuminated facade of the hypnotic Amber fort at far side of the road. Abruptly, one contemplative looking elderly participant startled me with an innocent question, “Sir, have you experienced a bad boss?” And I told him “Unfortunately not, but counselled many who have. Not just few skeletons, but entire gallimaufry of them.”

Let me ask you the same question, “Do you think you have ever experienced a bad boss in your career?” If yes, please join the club!

A lot has been written about the theme over the last couple of decades. What is clear with most of the  dissecting discussions in the literature is one: To be cautiously insightful in dealing with such a matter. I am sure there is a lot to be learned from all the works. But I have a radically diverse recommendation and if nothing else, I would want young professionals to learn to stand for their convictions. Continue reading

#Ask Bhagwat Yagnik

It is not the answer that enlightens, but the question.

Eugene Ionesco

Rubic

#Ask Bhagwat Yagnik

Yagnik Management Consultants

Facilitating Cultural Transformation & Designing Predictable Organizational Architecture

Today on March 6, 2015

We Have

Launched

An Interactive Dialogue platform

With

Bhagwat Yagnik

@www.bhagwatyagnik.com  

IMG_3921 (2)

Why Dialogue? 

Transforming an organization’s culture is a demanding leadership challenge. Introducing magic potion of few episodic and nonconforming fairy-tale interventions to address extremely intertwined and reciprocally reinforcing influences of various organizational elements is not the answer. Eventually, such efforts fail, despite indicating foretaste of advancement for a while. 

 

Organizational Design and Cultural Transformation initiatives are highly interlinked. Today organizational architecture leans towards integrating the elements of agility and displays significant features of the organic design with a self-empowered team structures. Similarly, organization culture is a deceptive but determining factor in the success of the organization. It refers to the beliefs, ideologies, principles and values that the individuals of an organization share and practice. Finally, Culture shapes the character of the organization. 

If you have a Question, we have the Answer 

#ASK Bhagwat Yagnik

All about your specific challenges in effectively launching Cultural transformation initiatives and critical concerns you are encountering while designing a performing organizational design. 

It is simple…

Reach out to our website www.bhagwatyagnik.com , open ‘contact’ tab and share your concerns/issues related to Organization Culture and/or Structure to us. We will surely reply to you within 3 working days. 

Looking forward to interact with you.

Please spread the word among your professional associates!

Thanks!

 

 

 

 

The Lord Action’s Pronouncement…!

The steps of power are often steps on sand

– Edward Counsel.

Have you ever watched a leader at your work place and wondered how his subordinates  could stomach an appalling leader like him?

You know the ones I’m talking about. The reality is though, we’ve all been there.

During my professional journey, I have advised and coached many young professionals who could not figure out how to effectively handle a power tripping superior.

The truth: Such leaders have put many careers in a deep hole…almost literally.

Continue reading

The Tipping Point for the Indian Entrepreneurs…!

“When I let go of what I am, I become what I might be.”

 -LaoTzu 

“A ship is safe in harbor, but that's not what ships are for.”-William Shedd. Entrepreneurs are like ships...fronting rough ocean and blustery weather in their voyage to realizing dreams.

“A ship is safe in harbor, but that’s not what ships are for.”-William Shedd.
Entrepreneurs are like ships…fronting rough ocean and blustery weather in their journey to realize dreams…!

I do not think there will be anyone who would strike down the obvious fact that we are almost at the gateway of the Asian Century.The dawn of a new era of global power and energy hustled by emerging Asian middle class is eventually likely to polarize the world.

Yet, in some senses, the voyage for India is going to be bewildering.  India has not come out of the economic rubbles of last few years of indolent regime.

Although for this fiscal year, our GDP may brush little plus of 5.5% but other economic parameters, like, government and corporate debts, inflation, pitiable infrastructural support, daunting energy famine, hysterical inflation, and massive sleazy scandals, are still lecherously ogling at us. The only hope possibly is the decisive victory of the new government. At least, government has a comprehensive mandate to legislate pervasive reforms.

The obvious evidences are the opening up of foreign direct investment (FDI) in several sectors, Standard & Poor’s raised credit rating, unprecedented support of hoi polloi to Mr. Modi, and anticipated administrative, economic, and fiscal reforms. I am sure India is going to be the most dazzling investment destination for many. While government appears to be constructively disposed towards strengthening Indian business milieu, it is equally inclined to encourage foreign investments in a big way.We are definitely picking up the momentum.

Things are changing rapidly…But, we are still not out of the mess.

Continue reading