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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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

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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Mutating Inevitabilities…!

“Status quos are made to be broken.” 

―Ray Davis

chem-II

 

Mutating Inevitabilities.

Wow! Sounds captivating.

Let me humbly take credit for this construct. If I may.

It is an objet d’art of my imagination. May be epitomizing an operating doctrine for the swivelling realities around us.

Both the words, ‘Mutating’ and ‘Inevitabilities’, have an intimidating whisper.

What happens when enforced inevitabilities start mutating even before we could decode them?

What happens when a change surprises itself before we can even comprehend it properly?

Such resplendent incendiary fusions of unprecedented mutable occurrences are impregnable, non-discriminating, and vulnerable. Today innovation is virtually tantamount to survival for any business. Further, the phenomena of mutating inevitabilities is also increasingly overwhelming us in all our personal, professional, social, and economical terrains. It looks as if everything around us is transmuting. Change, while briskly unfolding in multiple folds, is also concurrently mutating in its advanced form and scope.

A real double-whammy!

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#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!

 

 

 

 

Welder’s Flash: Why a Startup fails / The People Side…!

‘It isn’t the mountain ahead to climb that wear you out; it is the pebble in your shoe’

-Muhammad Ali

wikiImage

Have you ever witnessed a welding process?

A picture of penetrative glaring iridescent light will materialize in our thoughts.

Welder’s flash, an irritation of the cornea, is caused by ultraviolet radiation from the arc during welding. The willing victim is habitually oblivious that he has been significantly wide-open to a likely damage until several hours later.

Same is with Startups. If there’s anything that can drown a venture, it is the founder’s passion. The golden rule that “chasing your passion indemnities success”, is almost like nursing a gritty arc-eye. Passion alone isn’t enough to craft your success map, because in any Startup, success is achieved by programed actions and hard work of entire team. Founder’s passion, the most indispensable prerequisite, may turned out to be a crucial cause of an adverse impairment.

We are in very exiting times for entrepreneurial ventures. Until very recently, there has never been so many role models for “24/7 Plugged-in Young Minds” ever before. Success stories are frolicked at every corner. Confident and ambitious young minds are no more afraid to question conventional epitomes for pursuing a meaningful challenge in life. Yet, many Startups have evaporated within first few years of the launch. Why? 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

The (Un) Qualified Leader

leadership123.edublog.org

Last week at a tranquil suburb hotel in Pune, I was addressing a group of professionals on incubating culture of Organization Building and sharply accentuating on the decisive role of a CEO. The focus was on “Why many large enterprises are impressively effective at managing growth and functional complexities, but actually quite compromised at building a process driven decision making future organisation”.

Abruptly, one back-bencher agitatedly delivered a long monologue (I scantily remember few lines even now), “Sir, who should be accountable first… Everyday internal and external demands are multiplying… What to do when leaders make pitiable decisions, estrange worthy people, pamper sycophants, and close their eyes to noticeable opportunities and development plans…Why leaders do not learn from failures…Why there are cracks between how such leaders see themselves and how others see them.…?”

While listening to his expressive eruption, although my gaze was fixed outside through frame on the horizon at murky haze of rain spread, a sketchy image of this blog emerged in my mind at that very moment…

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