A Promoter’s Dilema : MSME Special!



Transforming organization might appear to be an overwhelming responsibility for a business owner, but that is because the outlook of majority of  entrepreneurs toward transformation is flawed. For transformation to be effective and enduring, promoters must  learn to first change themselves. My recommendation to entrepreneurs is to first unobtrusively introspect and engage in self transformation. This is one thing they have in complete control and can change it fastest.


If you desire to transform your organization, start with yourself first…


Personal transformation is all about learning to change our own character, values, and dogmas to become a more responsive individuals. It is an “emptying process” of letting go of ego, diffidence and fastidiousness. The detoxifying transcendental journey of self-transformation is steered for ‘Being Different’.

Yet, easier said than done!


The episode:

In a  teak-sculpted lavish boardroom with an arresting oceanic view surreptitiously peering between the folds of overlapping heavy drapes — there rested on an ornate chair, Mr. Doshi, the aging owner of an emergent mid-sized company. Just few minutes back, very reluctantly he whispered a delicate question to me which left me with tangled threads of limited vulnerable probabilities.

For long, Mr. Doshi was harbouring a serious thought of replacing his only son with a high-profile professional from the same industry and was deeply troubled that the issue would end up in an ugly family turbulence. His close confidants warned him to rather initially induct him in the system reporting to his son so as to circumvent the vexing resistance from family front.

He mulishly probed me, “So…what do you think? It is high time to run this company in professionalized way.”

I had heard a lot about his son who was something of a fable around the company corridors for his tempestuousness and stony attitude. Many senior members were often critical of his unwanted imposition. After years of frolicking as accompaniment to his father, he was unfailingly pitching himself for the top role at every occasion.

Regrettably, most of the promoters take succession as an unavoidable and difficult chapter in their life that unwillingly takes place on some undefined day. Whereas the entire progression plan can rather be implemented as a well thought-out qualifying process over a defined period of time. Majority of patriarchs never retire because they never plan. It is evident that progenies born with affluence are often improvised to manage complexities of the business. At times, their lack of accountability and casual approach towards critical business judgements puts the business in difficulties. 

Often, I vehemently advocate to my clients that a family member may acquire a position in the family business as a gift from the family, but role obligations attached to that position needs to be ‘hard earned’ by him over a period of time. Succession is a process and not an event. 

There is something naturally fascinating about Indian entrepreneurs…

Typically, most of the first generation business owners, deep within, are convinced that only they can successfully lead the organization . They are right also. An organization is nothing but dream realization of a founder’s vision, insights, and character.  I have always admired their struggle to keep the business buoyant through absolute hard work and ingenuity. However with time and growth, they often have to learn to give up the control over the organization. Few do it very willingly and effortlessly, whereas others go through a elongated learning curve and embarrassingly disturbing experiences.

Professionalism is not an experiment…

In my consulting assignments, the most common mandate from promoters is to infuse “professionalization” in their business. unfortunately, the closest definition of professionalization for most of promoters is to hire professionals to run the company. I think, every business owner, at some time in his business journey, nurtures a fantasy of professionalizing his family firm without realizing that inducting  professionals is just one potential constituent of professionalizing a family business. Besides, professionalism is not person specific. It is an integrated and all-inclusive approach towards dealing with business realities. Yet, in the race to prove the point, they run after big names in the industry for heading their key functions without realizing that it demands significantly modifying their own approach and behaviour. In majority of cases, their entire struggle is to possess few trophies just for its ornamental value. Initial changeover happens with a ‘grand show’ but soon business owners start tagging those assembled crowns as over-expensive and non-contributing outsiders. With every passing day , the feeling propagates into a serious doubt over their expediency, further unduly shadowed by questions on their level of commitment and loyalty. On the other hand, a professional also feels utterly out of place in that environment where major decisions are owner-centric, ad hoc, and purely on gut feelings. The mutual antipathy lingers for a while till either of them resolve to call it a day. I have seen many such organizations with long reeking trail of parcelled-crowns. Paradoxically, promoters always take such planned-parting as personal insult to them. But the reality is that it’s going to happen.

In most of MSMEs, professionals leave jobs for only one reason: Adjustment issues with the promoter… 

In most family businesses, either there is (often) limited autonomy offered to a professional or he is loaded with completely renounced expectations (It is like an empty duty – responsibility without authority). Moreover, owners directly reach out to the lower-level employees with exhaustive commands, thus undermining and further pulverizing the legitimate position of the professional  in the given hierarchy. The fortuitous blend of external professionals with family ownership/ inner-circle employees inevitably creates rumbling hitches. Both of them have hyper tendency to evaluate each other. The inner-team would always have some lucidly articulated justifications to prove their own rectitude against the professionals. Actually it unfolds in many ways – the unconcealed and specific issue-based mutual intolerance to a company wide organized encoded dissent. Most of the time inner-circle employees and old cronies, surreptitiously but systematically, traduce against the professionals. They would never let a professional feel included in the organization.

Are you launching a professional with unstated internal antipathy to fail him… 

A family business is less likely to be successful with external professionals till business owners learn to give-up and are willing to surrender abundant space for experimentation with necessary margin of errors. To achieve a long-term growth and sustainability, a well-timed induction of professionals in the company is essential. Business owners have to consciously overcome the myopic approach towards inclusion of professionals to stay ahead of the competition. On the other hand, they should objectively evaluate the premeditatedly lodged tittle-tattle by inner circles for deceitful purposes.

Often, first generation patriarchs don’t let go that easily. For them, every addition is weighed on cost-benefit ratio. They get into some sort of personalized competition to prove professionals wrong. On the contrary, I find many second generation entrepreneurs much more open about welcoming professionals in the organization.  They are more educated, organized, technology savvy, and process driven to mentally equate with the professionals.

First, accept…

As a business owner, it is critical to realize that success needs a rich fusion of professionals and family employees. The professionals do have an ability to bring an objectively detached perspective to the company’s decision making without unjustifiably prejudiced by their own personal agenda. They would have an independent approach towards important matters and that may not possibly echo the company’s traditional mentality. It is always a conscious trade-off between inducting a potential professional or continue with an incompatible family member. It certainly takes thoughtful contemplation and preparedness. 

With accelerated growth, there is no better option for a business owner but to consider inclusion of right professionals into their family ‘inner circle’. The real challenge is to cultivate an environment of vulnerable trust that endures even inadequacies of the incumbents. An environment, where a professional feels like investing his entire energy towards the objectives of the company.

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!


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.

Continue reading


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
― Suzy Kassem


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



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


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


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.


Continue reading

Mutating Inevitabilities…!

“Status quos are made to be broken.” 

―Ray Davis



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!

Continue reading

#Ask Bhagwat Yagnik

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

Eugene Ionesco


#Ask Bhagwat Yagnik

Yagnik Management Consultants

Facilitating Cultural Transformation & Designing Predictable Organizational Architecture

Today on March 6, 2015

We Have


An Interactive Dialogue platform


Bhagwat Yagnik


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!






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


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.”


“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