MANAGEMENT GURU --“EXECUTION” DT 10th Feb. 2013
1 I happen to read the book written by LARRY
BOSSIDY & RAM CHARAN. Both have 35 to 40 years of experience in many layers
of management of USA Industries.
2 Almost a decade would have been over I
think, since Industries introduced the concept of STRATEGIC PLANNING.
Accordingly the recent belief lay in EXECUTION, apart from other old management
concepts. We were / are borrowing ideas from west on the theory of management
of Industry, however though we do have eminent Institutes and teachers in
India. I think I don’t remember what was available before, THE MANAGEMNET BY
OBJECTIVE. The professional management in private, Public and Govt, started
with MOB.
3 When profit was reasonable concern, and
services were real concern, MOB were implemented with right orientations.
OBJECT was defined from profit to quality.Competions were healthy and public
not only knew the business organizations but also were aware of the management officials
and directors, EXECUTING THE OBJECT OF IT.
4 Then came the west theory of marketing
strategy. There was high pitch fever in the market. Advertisements became the
life line. Public were forgotten; practices on ethics flew away; profit became
the Mantra; rather a tight do or die policy became a floater; Personnel were
never known to people or press ,since “how many kings came in and got fired in
the board meeting “ went beyond control. There was VERTICAL GROWTH WITHOUT
HORIZANTAL FOUNDATION. It was Darwin world in Industry, SURVIVAL OF THE
FITTEST.
5 Now the stages of management operations have
reached a stage, where, the analysis of the top US companies, lead to a
conclusion that, the inevitable MANAGEMENT GURU is EXECUTION-STRATEGIC. Every
methods adopted had only measured, COST-PER-MAN-HOUR in its plants, but had no
companywide measure for real productivity.
Hence the need for EXECUTION and the failure understand and practice
execution, negates all that were learnt so for. Though in knowhow, neglected
and had to face the firing of the board. For example because the DELL COMPUTER
changed the execution to MADE-TO-ORDER only, could increase the profit, by
reduction of inventory. Execution is discipline.
6 How execution is different from prior management
theories? The CEO convenes the conference to analyze thread bear, the plan of
projection, activity and planned periodical achievements; The allocations are made down below, for
certain pattern of reporting, under the belief that ,having explained the plan
of action must win; then why CEOs lse their jobs?; because it shall be followed
up closely, making alterations then and there ,if so needed; IT IS NOT WATCHING
FROM THE TOWER THE GAME, BUT LEADING INFRONT AND PLAY THE GAME. CEO has to and
in turn, all below to down under, move together as a team, to win. There shall
be a check whether or not the plan is understood and EXECUTED as needed. Reward
the doers; expand the personnel capabilities thro coaching; and KNOW
THYSELF—are the mantra of execution. Under execution, THE JOBS ARE NOT DELEGATED, BUT PALAYS THE
GAME OF CHESS , BY PICKING THE RIGHT TOOS AT THE RIGHT PLACE, WHERE TOOL IS
ALSO PEOPLE. Plan of review in all levels is not the track records of the
reviewed, but the deliverance of the commitments, on each project.
7 The process is
(1) Making the link with
strategy and operations. (Planning for short, mid and long term objectives.)
(2) Developing the leadership
pipe line thro continuous improvement, succession depth, and reducing retention
risk. (Performance and Talent review of personnel over execution of
commitments, on various years and projects and not just the countable track
records.)
(3). Dealing with Non-performers. (Counting the merits and demerits of
the performer and evaluating according to
the preponderance of probability of increasing the potential by
corrective methods deployment.)
(4) Linking HR to business
results. ( It is not computer based review, but analysis of one to one process
of correction and rejection from the existing to another or exiting, on basis
of opportunities. )
The fittings of the right people for the right jobs are evolved out of
and the success rate is optimized.
8 So there is only one question of HOW to make
the strategic plan? If SP satisfy the status of
1 Assessment of external environment.
2 understanding the existing customers.
3 understanding the current markets.
4 Best ways for the growth of profit against the obstacles to growth.
5. The study of the competitions
6.
Capability of the business o evolve and execute he strategy
7
Balancing of the short and long term projects
8. The
markings of the mile stones for the objective.
9
Evaluating the critical issues already in store.
10
Sustainability of making money.( taking into account pricing at different
levels, cost factor, working capital, revenue increase, investments,
competitors strategy)
9 Does it end here? NO, few more reviews and
questioning the strategy is ultimate.
1 How well
the units of business well understood the plan and the competition, in and out.
2 How
strong is the organizational capacity to execute the strategy?
3 Is the
plan scattered or focused sharp?
4 Are we
choosing the right ideas?
5 Are the
connectivity with the people and the operations clear?
10
So one can understand that “commitment to work’, “sincerity of purpose’
and team work by a good lead” are
termed as EXECUTION. Also this theory would apply mutadis-mutandi to Individual
efforts also. The management faces and phases do keep changing, but one thing
is certain, THERE IS NO GAIN WITHOUT PAIN. At the same time, also to remember, Bhagavat Gita management theory MAIN—DO YOUR JOB
WITHOUT THE EXPECTATION OF THE FRUITION.
11 Also The west is rolling out
properties ,which were known even in TIRUVALLUAR PERIOD. “Idanai ivan mudikkum
endroindhu adhanai avan kan vidal”;
“Ulluvadellam Uyarvullal”; “Enni thuniga karumam, thunindapin ennum
enbadhu izhukku”----SO MANY CAN BE QUOTED UNDER MANAGEMENT THEORY.Is there any
better management book than GITA?
K
RAJARAM IRS
