Posted on 31-07-2011
Filed Under (BUSINESS) by Shombit

From Discomfort Zone column by Shombit Sengupta in Financial Express and Indian Express

Every moment operating discipline, that’s EMOD, a factor urgently required in India’s business domain. It’s an actionable operational efficacy matrix to seamlessly interconnect the backend and front end of an enterprise to its market dynamics. This behavioural matrix comprises four human demeanors: attitude, behavior, action and delivery. When applied in different enterprises the matrix will not change, but employees’ articulation of attitude, behavior, action and delivery will be different. The difference depends on the gaps they need to plug in to coherently run the enterprise in their competitive environment.

Indian industry has inherited the legacy of crisis management from the Licence Raj: Strategic decision making often happens at the last moment, forward planning is amiss, and being reactive in business has become a malaise. This business style started changing after WTO TRIPS in 2004 with concerted arrival of global brands. Another big step is awaited when FDI opens up for multi-brand retails. Globally successful retailers will then radically change the Indian consuming system. The major reason why Indian brands are weak is that EMOD was not managed proactively, from top management to shopfloor. When the business agenda becomes flexible, the value of time doesn’t get recognized. The multi-cultural people from different states have different behavioural habits, and everybody tends to try out operating discipline in their own way. That’s why it becomes almost impossible to achieve alignment of discipline. Indian managements are lenient to individuals instead of making enterprise operating discipline a highly processed railguard.

In my experience of transforming several corporations in different countries, the meat is obtained only when an internal rejuvenation program is put in place. It’s never enough to create beautiful communication without a core message of the corporate entity that’s relevant to people internally in an outside-in perspective. That merely stays as a buzz with some ephemeral image that does not touch the real change required. Even when the image is changed, if employee behavioural aspects remain the same, the purpose of corporate change gets defeated. Only when it’s driven by EMOD can corporate transformation be successfully managed. As an entrepreneur if you’ve decided on transformation, there was fundamental logic and purpose. But if EMOD is not put in at its beginning, you will not see results. EMOD is the departure of building a corporation’s high worth.

A launch wave that isolates the identity from the enterprise’s backend and front end alignment cannot achieve internal rejuvenation. The corporate identity drives business and becomes a visible manifestation that radiates different activities. Corporate transformation that drives business has satellites as drivers that impact proactive customer sensitivity. They include the enterprise value system, business objective, corporate promise and vision, corporate and business strategy, backend and front end alignment and operational efficiency to achieve a message-rich, single focus, transformed corporation.

To establish and perfectly manage internal change, a central theme as a coherence factor is essential to understand customers in the competitive environment. This sets the direction on how to win customer hearts with a fil conducteur, which is a sensitive nerve that runs through and activates different cells in the organization. A coherent central value system can be drilled into employees of different functions as their every moment operating discipline comprising their attitude, behavior, action and delivery.

Attitude: An individual’s attitude to work is important. The attitude of different people and the enterprise attitude have to meet at a point to create coherence. This resonating point should match the needs and desires of end-customers. Attitude can be built as enterprise philosophy that encompasses: (a) distinct global and local socio-cultural observation in a deeper manner to collect and extract information relevant to business, and (b) curiosity to discover society’s fast moving and distinct trends that can contribute to business enhancement. How can different functions look at relevant-to-business societal trends with customer sensitivity? Filter information for different function requirements, and distribute it for cross-functional purposes.

Behavior: Behavior is conduct that coherently incorporates customer sensitivity across the enterprise. A structured, defined attitude should guide the behavior of employees to bring coherence across the enterprise. Without this structured attitude impacting behavior at work, decision-making for any functional or corporate action will become vulnerable.

Action: Action points become coherent once every employee’s attitude and behavior are aligned to one corporate objective. The definite upshot of this coherence is that the enterprise will never face a crisis situation. That’s because the streamlined attitude and behavior of employees can anticipate trends and the competitive scale to take requisite action. With such structured attitude and behavior, employee actions  can make products and services vibrant and efficacious resulting in a sustainable end-customer experience.

Delivery promise: Experience tells me that a delivery mechanism has to be promise driven because a promise is measurable. Customers always choose a brand based on its promise of delivered excellence. So deliverables must be proactively woven with a fil conducteur that is the result of the attitude, behavior, and action of employees. These four progressive employee steps can be linked as an EMOD program and be specific to the enterprise in the competitive scenario. Like a jet aircraft where parameters are regulated for speed and rationality, you come aboard this value framework for a continuous journey. Every individual in the enterprise can practically use this value framework for his every moment operating discipline.

A brilliant student may not necessarily get far in professional life. It’s not enough to score high marks. In practical business life you need action and delivery. The quality of enterprise delivery and success depend on the enterprise attitude for boundaryless learning leading to appropriate behaviour, putting that into action to make a deliverable that can enrich end-customers and increase your business. Indian enterprises give too much space for individuals to follow their own discipline. At the same time they don’t give them the opportunity to take decisions. You can only achieve the competitive edge in your enterprise if with single focus you have managed the attitude, behavior, action and delivery promise of employees maintained by EMOD.

To download above article in PDF EMOD factor that India requires

Financial Express link :http://www.financialexpress.com/news/emod-factor-that-india-requires/824906/0

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Posted on 24-07-2011
Filed Under (YOUTH) by Shombit

From Discomfort Zone column by Shombit Sengupta in Financial Express and Indian Express

On the first mobile phone ring she disappointed someone matter-of-factly, “I’m travelling on work, I can’t meet you.” Luckily she didn’t rebuff me, I could extract Anamika’s social and individual living style. Let me narrate the story of this 26-year-old Indian Zapper’s (below 30 years) game plan with callers lined up by her mother.

She hails from a small town. Her mother wanted her to marry after school but she managed to negotiate a college education. Conscious of Anamika’s grooming and health, her mother would nourish her hair with oil once a week. When Anamika discovered shampoo, she’d sometimes stop by a friend’s house before a college function, wash and condition her hair to be bouncy so it wouldn’t glisten limply on her head. She enjoyed the attention she got, especially after her friends introduced her to the simple eye-liner and she notch up a space among those recognized as beautiful girls at college. On returning home she had justify her dry hair to her mother, and be subjected to increased frequency of hair oil massage. Of course she kept her eye make-up experiment a secret by washing her eyes to avoid explanations.

Anamika aborted marriage preparations once again after graduation by explaining that higher education would fetch a better earning husband. She cited how her college senior wooed a man earning Rs 80.000 per month. This ploy worked. Her mother allowed Anamika to leave home for higher education in a metro. Here her plight initially was incessant phone calls from home. She ran out of excuses of why she couldn’t talk once every waking hour. She’d say she was attending classes, the signal was weak, she couldn’t hear, she was studying in the library, in the kitchen cooking or travelling back to her PG accommodation. Every 15 days her mother would download her apprehensions about how Anamika’s life will go for a toss if she can’t find her a good husband. This constant grating about marriage became a nightmare. Anamika would literally shudder when imagining she’s going through pregnancy, having three babies in three years, becoming a plump housewife.

Then Anamika fell in love. She and her boyfriend shacked up in an apartment guest house room that directly opened into the building’s corridor. Their male classmates occupied the 2 other rooms here. Suddenly her mother announced she was coming to see her in the big city. Anamika immediately got into drama mode. She made her boyfriend shift out with one of the classmates, carefully extricated all traces of his belongings from her room. She trained him to keep a distance from her while being very considerate and understanding. She coached her other classmates to behave the way her mother would approve.

On her arrival, Anamika’s mother was totally taken in by the separate rooms and convinced of her total safety when she was shown how her room could be locked from the special corridor. She very carefully watched the boyfriend’s caring behavior, his concern for her daughter’s welfare, but could not gauge whether they had any physical relationship. She also discovered that this boy was from a wealthy family. Her mother finally left for home happy that her daughter was still under her control, and that a suitable match for Anamika had come into the horizon.

For Anamika, another pressure mounted thereafter. She and this suitable boy should consider marriage right away. But both of them had decided to enjoy their bachelor life while living together, and avoid the responsibilities of marriage. After higher education they started on career building. Anamika’s mother became desperate. As Anamika was not marrying the boy she had approved, she started Plan B, which was looking at other potential husbands for Anamika.

What to do now? Anamika applied emotional logic. She argued that she’d gain confidence and become economically independent by working a few more years. Surely her upwardly progressing career was important as her salary was more than many of the potential boys her mother was looking at? If by chance her marriage breaks, as is so prevalent in society these days, at least she could fall back on a job? Anamika figured she had anaesthetized her mother to slightly push marriage into a back burner.

But silently and persistently her mother’s Plan B was gaining momentum. Working in different companies, Anamika and her boyfriend changed the city and continued living together. Her mother came to visit her here too, and they repeated the theatrics of her single living. This time Anamika had to hide her sexy party dresses too. Her mother was happy she retained her relationship with this boy as his protective nature was reassuring safety in a strange city. But its unclear whether she actually believed they had no physical relationship inspite of living under the same roof in different rooms. She always pretended she totally believes what Anamika says.

As Anamika and I were talking, the phone rang again. “I’m very busy at work now,” she thwarted another caller. She revealed she’d been arm-twisted into participating in Plan B which had progressed to a full blown family drama. She had no qualms about playing this game just to avoid marriage. She receives several calls from potential bridegrooms and fobs them all off. She’s told her boyfriend and he doesn’t care about it either.

The latest showdown with her mother was a tattoo Anamika got inscribed in an inner part of her body. Her mother became ferocious on seeing it. But Anamika pleaded not guilty. She said she was imitating her grandmother’s tattoo culture, but instead of the arm, at least she’d hidden it inside. That silenced her mother.

This is the way today’s young Zappers are driving their lives. They adjust with their Compromise (30-45 years) and Retro (45+ years) generation parents. The social mist is very different in today’s world. Let’s not be mere spectators but participate as actors to understand digitally enmeshed youth frolicking in society.

To download above article in PDF Story of a Zapper woman

Financial Express link :http://www.financialexpress.com/news/story-of-a-zapper-woman/821475/0

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Posted on 17-07-2011
Filed Under (TRENDS) by Shombit

From Discomfort Zone column by Shombit Sengupta in Financial Express and Indian Express

Being a reverse wave, a trend stuns people, creates discomfort in society. It forms as a distinct character in the backdrop of history, and mainly emerges from human manifestations of being anti-establishment. This multi-directional catalyst is related to economic power that takes life forward or back. Social rebels want to be so different that people stop in their tracks and contemplate on their activity. An individual can be impacted by the trend soberly, subtly or exuberantly. It depends on the individual.

Different types of trends emerge at different times. The advent of denim jeans was a trend that cut across society; the poor, rich, middle class, executives, farm hands, old and aged, almost everybody went through the trend. In business, it’s important to understand the latent trend. Having an inkling of the future allows you to direct your business in the right growth path. Although technology is creating a futuristic trend which people have not been associated with before, a trend takes the future as a hook to climb from, even as it is anchored in the tremendous cycles of history.

A brand at the core of the trend absorsb and anticipates the future, it drives the latent trend. Let’s see how Benetton did just that to ride global business with USD 2,751 million in 2010, 15% operating profit margin.

Benetton case study: Luciano Benetton transformed his company when he changed his brand from Benetton to United Colors of Benetton. The brand thrives on expletives and stands for anti-racism. His extreme provocations have shock value that shakes up the shackles that bind civilized society. But the point he raises is a serious social cause. Being a Caucasian, he alerts fellow Europeans to the racism ingrained in their minds. He’s proved that curses and abuses can be over-stretched to defend a social cause.

Till the 1970s, racism went unbridled. Even poverty-stricken Caucasian countries like Italy, Spain and Portugal were considered inferior; the French would arrogantly dub Portuguese to be good only as concierge of condominiums. African or Arab communities hated the ‘high and mighty white attitude’ which oftentimes led to violence. In this atmosphere, fashion designer Benetton had the caliber, vision and guts to use abusive visual communication with anti-racism as his platform. Fashion’s origins can be traced to royalty that distinguished itself from the proletariat; it has no obvious connect to racism. By whipping up collages of different cultures, Benetton turned the sophisticated world of fashion upside down.

Not only did his anti-racism pitch disturb the Establishment, Benetton fought for social justice. His political and humanitarian rights causes won him appreciation from liberals, intellectuals and the young. He plastered Western cities with daring, controversial visuals that attracted people of all societies. These people became his buyers. His platform became large, intense and inimitable.

United Colors of Benetton is always linked to colors, in clothing and in uniting races of different skin colors. His messages never abuse anyone, his images expose the totally taboo. Just imagine an outsize billboard in a prime metro’s prime area exhibiting innumerable male and female sex organs of multiple colors and races, with nothing else but a tiny United Colors of Benetton sign-off. You may publicly denounce such a picture, but wouldn’t you be curious to openly see the United Colors of sex for your personal hedonism? This outrageous picture created havoc in society.

Benetton billboards communicate people’s subliminal desire to see the unmentionable such as horses, symbolicall white and dark, making love. This sexual fantasy with the opposite color is hidden, especially the colored person’s revenge over white supremacy through sex. Benetton proves that a desirable object can break racism. He spoke out against incest in societies too, and iconized his clothes to reflect the wearer’s liberal personality.

Fashion codes change every year, but the professional success of United Colors of Benetton is its single message magnified to overwhelming proportions. For over a quarter century, it has not bored people. The media mileage his communication gets is incredible. Just a few confrontational billboards in a country, and the media automatically start different kinds of debate. Millions of people, shocked, disturbed or supportive of the pictures, watch these TV debates at prime time. No company can hope for such mileage even if they invest huge sums of money. Protests and turbulence have frequently knocked his door. But the cacophonous attentions his unrelenting salvos receive establish that people love to be provoked. People enjoy public exhibition of their unstated desires; they are keen to openly indulge in controversy to keep life dynamic.

A trend is a non-stop wave that has an undercurrent. It is extremely difficult to swim against the undercurrent. Trying to do so can be very laborious, and can drown you. You could ignore companies like Benetton as not being relevant for your business but you do so at your peril because you totally miss the consumer’s deeper social insight, not her subjective or individualistic views. Consequently you may fail to analyze and understand the consumers’ fantasies that other industry domains are addressing. By not riding the trend your business may fall into the undercurrent. Your organization has to create a wave to connect to that ocean of consumers over whom you will never have physical control.

Today’s trends such as hip hop, iPod, Rbk, Niketown, Fcuk, Smart car, Swatch, homosexual marriage, Bose sound, Starbucks, health and fitness are cords that link to consumers, they are not in a vacuum. If managements like Benetton have intellectually translated the world of business to a socio-philosophical mode to create the latent trend in business, so can you. Connecting to these trends will help you generate the latent trend, that better cook of current and past trends.

To download above article in PDF Whats a trend

Financial Express link :http://www.financialexpress.com/news/Whats-a-trend/818437/0

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Posted on 10-07-2011
Filed Under (POLITICS) by Shombit

From Discomfort Zone column by Shombit Sengupta in Financial Express and Indian Express

Is it a Hollywood movie or a real case? Did former IMF chief Dominique Strauss-Kahn (DSK) sexually assault a hotel chambermaid as alleged? DSK has denied all 7 charges against him. If proved, he’ll spend 74 years 3 months under lock-up. Let’s examine the shrieking can of worms let loose in this hot plot blending sex, money, politics, reputation, women, crime and outrage. Even the dress code of chambermaids has changed from skirts to trousers in New York’s Sofitel Hotel. Supposedly the mechanism of taking off trousers makes women less vulnerable to unwanted sexual advances.

Dominique Strauss-Kahn, among the most powerful decision makers in disbursing international monetary funds, even to bail out countries in extreme recessionary crises, was arrested by New York police on 14 May 2011. How did they find him? He’d called his hotel to enquire after the mobile phone he left behind. The police heard, got into action, rushed to the aircraft about to take flight to Paris, entered the first class cabin and got kudos from a section of society for ‘retrieving a criminal from his escape bid.’ Paraded hand-cuffed before TV cameras in court, DSK was packed off to maximum security prison Rikers Island where die-hard criminals serve tough sentences. He was put on suicide watch.

Simultaneously, pandemonium broke loose internationally. The press ran amuck, detailing every move, speculating reasons, consequences, dissecting and bisecting DSK’s character, unearthing his alleged romps with different country prostitutes. Women’s groups found much to add in the cause of justice for rape victims. France was in utter shock, and severely criticized America’s judicial system. Strauss-Kahn was tipped to contest and win the next Presidential election as a Socialist party candidate. The French can’t believe that on a woman protest, and sans any proof, American police are empowered to take the ferocious action of relegating a responsible, high-profile public official to solitary confinement, destroying his reputation, snatching away his job, even destabilizing another country’s election process.

There’s also been gambling on whether DSK’s French political opponents orchestrated this. Tabloid website Le Post said the first person to tweet the arrest, even before the arrest, was Jonathan Pinet, a French right-wing UMP party activist. Pinet then said he got the news from his friend who works at the hotel. Le Post says the first person to retweet Pinet was Arnaud Dassier, who’d previously been implicated in revealing anti-DSK material. And the first website to mention the news, before New York Post broke the story, was 24heuresactu, a right-wing blog.

”I don’t believe for a single second the accusations of sexual assault by my husband,” said the ex-IMF chief’s third wife, Anne Sinclair who’s more famous than this second husband she married in 1991. I was an avid fan of her brilliant TV show called 7/7 in the 1980s. Her 500+ interviews included presidents Francois Mitterrand, Mikhail Gorbachev and Bill Clinton, and stars Yves Montand and Madonna. A multi-million heiress, her grandfather was Picasso’s art dealer, she rushed to New York bringing “brains, beauty & cash to save her man,” reported website whatonsanya. She hired the best lawyers, put up $6 million in bail, $50,000-a-month to rent a New York apartment to live in house-arrest with her husband who had to wear a non-removable electronic security tag on his ankle. She also paid $200,000-a-month for round-the-clock armed guards as per mandatory rules to prevent his escape. From the beginning DSK had stated it was consensual sex, that he’d seduced the chambermaid. Women have criticized her tolerance, but Anne Sinclair is determined to prove that her husband is not a rapist.

Then suddenly the tables turned. In a stunning court hearing on 1 July 2011 Dominique Strauss-Kahn was freed from house arrest, his security tag removed, his bail money returned but not his passport as the case is due for hearing on 18 July 2011. What happened? Prosecutors admit to ‘serious credibility issues’ with his 32-year-old Guinean immigrant accuser. UK’s Daily Mail reported, “Two official sources said the unnamed woman, within a day of her encounter with Strauss-Kahn, spoke telephonically to an imprisoned alleged drug dealer who is accused of possessing 400lb of marijuana. In the recorded conversation she reportedly discussed possible benefits of pursuing charges against Strauss-Kahn.” One paper even said she was a sex worker. It appears the maid’s bank account in two years had cash deposits of over £62,000, and her 5 phones ran up hundreds of dollars bills every month, although she revealed possessing one phone only.

Prosecutors said the alleged victim falsified her 2004 application for asylum in USA. She said she lied Guinean soldiers gang-raped her, tortured her husband who died in jail. She also admitted tax fraud, and lied about "a variety of additional topics concerning her history, background, present circumstances and personal relationships."She also changed her original police statement that “she fled to an area of the main hallway of the hotel’s 28th floor, waited until she observed the defendant leave suite 2806 and the 28th floor by entering an elevator. Now she says that after the alleged incident she proceeded to clean a nearby room, then returned to suite 2806, began to clean that suite before she reported the incident to her supervisor." She also allegedly owned up to falsely claiming a friend’s child as her own to get a higher tax refund.

Is this Hollywood film displaying American bigness becoming like a Bollywood entertainment fantasy? In the frightening movie Jaws, the shark at sea was only a robot shot in a big pond at Universal Studios, a background screen created the skyline. In this matter, who will the judge believe on 18 July? DSK’s maintaining consensual sex or the maid claiming rape? Will this judgment showcase America’s dream of becoming emperor of global politics? Never having enjoyed a real emperor’s power like Napoleon or Hitler the dictator had, perhaps in the name of freedom Americans love to impose a democratic imperial or dictatorial character while flying the American flag of liberty.


To download above article in PDF Sex barometer for a president

Financial Express link :http://www.financialexpress.com/news/sex-barometer-for-a-president/815239/0

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Posted on 03-07-2011
Filed Under (PARADOX) by Shombit

From Discomfort Zone column by Shombit Sengupta in Financial Express and Indian Express

Spot and ride societal trends, read them in latent perspective, and your organization will automatically experience transformation towards growth. Ignore the trend, and all you’ll be left with is tangible assets. The advent of technology’s rapid upgradation is pushing the world towards acting for quick progress.

Those who want to transform take their own initiative. Transformation cannot be generalized. It can happen in three motifs as reflected in human character, and can be equated to organizations too: (a) Proactive transformation: Self initiative and urge to transform, (b) On-time opportunity for transformation to happen: Transforming in a conducive situation, and (c) Do or die transformation: Craving to overcome deprivation propels transformation.

Proactive transformation: At a personal level, it was Mohammed Ali’s own initiative to realize the dream of ‘I’m the greatest!’ From his early age gestures, much before he became a leading boxer, it was clear he was pushing hard to become the greatest. In his impatience to reach the top, he’d double the number of laps his trainer instructed him to run for body tone up. His was an urge to transform into the greatest boxer on earth, and he took every initiative to fulfill that urge.

At the corporate level, look at Toyota, a loom manufacturer in 1927 transformed to occupy a place among the world’s automobile leaders. Toyota’s disposition towards galloping into transformation in sophisticated Western markets, challenging automobile pioneers like GM and Ford, is phenomenal.

On-time opportunity for transformation to happen: Classical Western opera singer Kiri Te Kanawa hurtled into fame with on-time opportunity. An orphan from New Zealand’s Mauri tribe, she was on an adoption list with social workers there. At the age of a month, she was offered for adoption to a couple who rejected her as they were looking for a boy child. After five months of not finding a male child, this couple, an Irish mother and Mauri father, took her. ‘Out of pity, my parents adopted me,’ is how Kiri describes her homecoming.

Kiri’s adopted mother, finding immense talent in her voice, opened all avenues for Kiri to excel as a soprano singer. In spite of her adopted mother being part of the white society, Kiri faced racial problems at when school mates would exclude her from social parties. But Kiri’s mother made her concentrate on strict musical discipline to train her voice. She wanted to be singer like Tina Turner, but her adopted parents would settle for nothing less than classical Western. Kiri quickly shot into fame in New Zealand, and the London Opera Centre in 1965 accepted her as a student without an audition. With a strong foundation of musical grammar and an outstanding voice that is superior to any pop, jazz, funk or country music singer, Kiri became one of the world’s most celebrated opera singers.

Imagine if she were not adopted, had remained in the neglected aborigine society, who could have known her? Hers is an unimaginable journey of how the environment, love and courage from her adopted parents can transform a chrysalis into a butterfly to create a genius. At over 60 years of age today she represents excellence in precision for Rolex who in an advertisement related their most prestigious and expensive watch to Kiri’s meticulous accuracy in song and tempo. This is the most inspiring example of transforming in a conducive situation: from an abandoned orphan to dominating the sophisticated world with her highly disciplined, emotional soprano voice.

Do or die transformation: A corporate example of transformation propelled by a craving to overcome deprivation was Sony’s vision articulated in 1950. This was just after Japan was defeated in World War II: “We will create products that become pervasive around the world. We will be the first Japanese company to go into the American market and distribute directly. We will succeed with innovations like transistor radio that American companies have failed at. Fifty years from now our brand name will be as well known as any on earth. And will signify innovation and quality that rivals the most innovative companies anywhere. ‘Made in Japan’ will mean some-thing fine, not shoddy.” And Sony achieved its vision with aspirational, world class quality products.

Deliverables from an organization invariably reflect its culture. If culture scores at the unbeatable level, so will its products or services be unbeatable. Similarly, when deliverables are superior, good or basic, organizational culture will correspondingly reflect these qualities. The capacity for, and inclination towards, improving products or services depend on organizational culture. Henry Ford’s automobile passion and vision in 1910 was that anybody who worked in his car manufacturing plant should be able to afford the car. So he increased wages from $2.34 for a 9 hour shift to $5 per day. This enabled employees to work ingeniously for a positively surprising delivery. Check out the beauty of the vision implemented a hundred years ago. The employee who promises a perfect car to his end consumer, himself becomes a consumer. Employee satisfaction and end consumer promise guarantor becomes the same person. This is an iconic example of organizational culture. Simultaneously, Henry’s whole idea was to increase the sales volume of the car them.

Today’s competitive scenario is undoubtedly more intense than that time. You need to bring in incredible organizational culture to emotionally inspire your people, to avoid facing market dissonance. A high salary alone, without a unique culture, will not make your organization visionary. Instead, employees in a comfort zone will become risk averse and only deliver what is required, without any proactive leap in delivery. Organizations in general are averse to a radical shift strategy. If after our research process and analysis I find transformation is needed for my clients’ betterment, it is always quite an uphill task to convince them. But I pursue with honest conviction, pointing out the benefits of the prescribed change. A hypnotic work culture can create a dynamic bond with employees who then energize the organization for continuous transformation for growth that’s in tune with the trend.

To download above article in PDF Chrysalis to butterfly

Financial Express link :http://www.financialexpress.com/news/chrysalis-to-butterfly/811912/0

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