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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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.

 

 

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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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.

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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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

Professional Jealousy: Why you are Green under the veil!

Jealousy is the tribute mediocrity pays to genius.

Fulton J. Sheen

www.wikipedia.org

In last 30 years of stirring professional experience, two obliquely interlaced facets of the corporate world have intrigued me the most. One is the vulnerability and the other is jealousy.

Let’s introspect! When your teammate achieves something, why does that make you feel edgy?  It could be anything – his quality, reward, capability, or any other accomplishment. Equally, when he fails, why does that make you feel comforted or ventilated? Why we are habitually troubled with ‘unsettling’ or ‘ugly’ emotions on others’ achievements?  Why we feel conquered when someone has an advantage over us? Why our mind exaggerates the importance of other’s pluses?

Yet, aren’t we wish others to be delighted for us when we do well? 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.)
 

 

 

 

The Classical “Tight-Spots” in a Family Business…!

Families are from Venus, businesses from Mars.
Alan Barker

www.en.wiki2.org

There is an ancient saying, “Never do business with family or friends”

I am not taking a side, but continued existence of the family business is a concerning challenge even today for the families in the business.

We all know about some of the most discussed family business fracases (Like, Hancock Prospecting, Rollins, Puma and Adidas, L’Oréal, Gucci family dynasty, Hustler magazine, Redstone Enterprise, etc.). Each feud is virtually like a compelling, intimidating, and hammy potboiler than a reality.

Even back home, there are many comparable examples, characterized by twisted interpersonal affairs and unbelievably melodramatic events.

The truth is family businesses are not always a picture-postcard of family bliss.

Why?

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