Definition
Spirituality is the rational contemplation and adoration of the grand harmony of the Universal Order; and adopting a behavior that sustains and enhances this order.
Satya Prakash Saraswat
Reflections on Spiritual Foundations of Human Values for Global Business Management
Vision, MDI, Gurgaon
July-September 2005
Thursday, July 31, 2008
India has Favourable Conditions for Overseas Successes
For an increasing number of industries, Indian business is reaching the point of having global advantages on all the four determinants identified by Michael Porter in 1990.
1. Favourable factor conditions with respect to natural resources, skills, capital and infrastructure;
2. demand conditions in domestic markets comparable to that overseas in terms of presence of global players, quality of products, and customer expectations;
3. presence of ancillary industries and supportive skills like finance, banking, and legal;
4. and intensity of competition and aspirations of looking beyond domestic markets.
The four determinants tend to have a bandwagon effect in a country on two counts - one, stoking aspirations among other players as the pioneers in an industry start operating overseas, and two, facilitating creation of suitable conditions in related industries.
Rajnish Karki
Indian Companies in Overseas Markets: Perspectives, Patterns, and Implications
Vikalpa, Oct-Dec 2004
1. Favourable factor conditions with respect to natural resources, skills, capital and infrastructure;
2. demand conditions in domestic markets comparable to that overseas in terms of presence of global players, quality of products, and customer expectations;
3. presence of ancillary industries and supportive skills like finance, banking, and legal;
4. and intensity of competition and aspirations of looking beyond domestic markets.
The four determinants tend to have a bandwagon effect in a country on two counts - one, stoking aspirations among other players as the pioneers in an industry start operating overseas, and two, facilitating creation of suitable conditions in related industries.
Rajnish Karki
Indian Companies in Overseas Markets: Perspectives, Patterns, and Implications
Vikalpa, Oct-Dec 2004
Tuesday, July 29, 2008
Innovation Chain
Industry relies on innovation to remain competitive.
R&D institutions serve as the fountainhead of such innovation nad academia provide the knowledge required for that innovation.
R. Sunder
Partner Founder
BiSS(P) Ltd.
"Pain and Excitement of Taking Technology to the Market"
Vikalpa
October - December 2004
R&D institutions serve as the fountainhead of such innovation nad academia provide the knowledge required for that innovation.
R. Sunder
Partner Founder
BiSS(P) Ltd.
"Pain and Excitement of Taking Technology to the Market"
Vikalpa
October - December 2004
Product development
Product development involves five per cent effort towards getting it to work and the remainder 95 per cent towards converting it into a useful device that will meet someone else's requirement.
R. Sunder
Partner Founder
BiSS(P) Ltd.
"Pain and Excitement of Taking Technology to the Market"
Vikalpa
October - December 2004
R. Sunder
Partner Founder
BiSS(P) Ltd.
"Pain and Excitement of Taking Technology to the Market"
Vikalpa
October - December 2004
Reward not for Brilliance but for Providing a Solution
The market does not reward anyone for his knowledge or brilliance. Rewards await only those who have a solution to offer that meets specific existing requirement.
A student can be rewarded for his knowledge and his brilliance because his sole responsibility is to learn.
Customer satisfaction needs to be the focus of development activity if rewards or appreciation is to be expected.
R. Sunder
Partner Founder
BiSS(P) Ltd.
"Pain and Excitement of Taking Technology to the Market"
Vikalpa
October - December 2004
A student can be rewarded for his knowledge and his brilliance because his sole responsibility is to learn.
Customer satisfaction needs to be the focus of development activity if rewards or appreciation is to be expected.
R. Sunder
Partner Founder
BiSS(P) Ltd.
"Pain and Excitement of Taking Technology to the Market"
Vikalpa
October - December 2004
Monday, July 28, 2008
Work Culture - Bhagavadgita
An effective work culture is about vigorous and arduous efforts in pursuit of given or chosen tasks. Sri Krishna elaborates on two types of work culture – “daivi sampat” or divine work culture and “asuri sampat” or demonic work culture.
Daivi work culture - involves fearlessness, purity, self-control, sacrifice, straightforwardness, self-denial, calmness, absence of fault-finding, absence of greed, gentleness, modesty, absence of envy and pride.
Asuri work culture - involves egoism, delusion, personal desires, improper performance, work not oriented towards service.
Mere work ethic is not enough. The hardened criminal exhibits an excellent work ethic. What is needed is a work ethic conditioned by ethics in work.
It is in this light that the counsel, “yogah karmasu kausalam” should be understood. “Kausalam” means skill or technique of work which is an indispensable component of a work ethic. “Yogah” is defined in the Gita itself as “samatvam yogah uchyate” meaning an unchanging equipoise of mind (detachment.) Tilak tells us that acting with an equable mind is Yoga.
(Bal Gangadhar Tilak, 1856-1920, the precursor of Gandhiji, hailed by the people of India as “Lokmanya,” probably the most learned among the country's political leaders. For a description of the meanings of the word “Yoga”, see foot of this page.)
By making the equable mind the bed-rock of all actions, the Gita evolved the goal of unification of work ethic with ethics in work, for without ethical process no mind can attain an equipoise. The guru, Adi Sankara (born circa 800 AD), says that the skill necessary in the performance of one's duty is that of maintaining an evenness of mind in face of success and failure. The calm mind in the face of failure will lead to deeper introspection and see clearly where the process went wrong so that corrective steps could be taken to avoid shortcomings in future.
The principle of reducing our attachment to personal gains from the work done is the Gita's prescription for attaining equanimity. It has been held that this principle leads to lack of incentive for effort, striking at the very root of work ethic. To the contrary, concentration on the task for its own sake leads to the achievement of excellence – and indeed to the true mental happiness of the worker. Thus, while commonplace theories of motivation may be said to lead us to the bondage or extrinsic rewards, the Gita's principle leads us to the intrinsic rewards of mental, and indeed moral, satisfaction.
M.P. Bhattathiri:
World Management Lessons from India.
The Internet Journal of Alternative Medicine. 2005. Volume 2 Number 2.
http://www.ispub.com/ostia/index.php?xmlFilePath=journals/ijam/vol2n2/mind.xml
Daivi work culture - involves fearlessness, purity, self-control, sacrifice, straightforwardness, self-denial, calmness, absence of fault-finding, absence of greed, gentleness, modesty, absence of envy and pride.
Asuri work culture - involves egoism, delusion, personal desires, improper performance, work not oriented towards service.
Mere work ethic is not enough. The hardened criminal exhibits an excellent work ethic. What is needed is a work ethic conditioned by ethics in work.
It is in this light that the counsel, “yogah karmasu kausalam” should be understood. “Kausalam” means skill or technique of work which is an indispensable component of a work ethic. “Yogah” is defined in the Gita itself as “samatvam yogah uchyate” meaning an unchanging equipoise of mind (detachment.) Tilak tells us that acting with an equable mind is Yoga.
(Bal Gangadhar Tilak, 1856-1920, the precursor of Gandhiji, hailed by the people of India as “Lokmanya,” probably the most learned among the country's political leaders. For a description of the meanings of the word “Yoga”, see foot of this page.)
By making the equable mind the bed-rock of all actions, the Gita evolved the goal of unification of work ethic with ethics in work, for without ethical process no mind can attain an equipoise. The guru, Adi Sankara (born circa 800 AD), says that the skill necessary in the performance of one's duty is that of maintaining an evenness of mind in face of success and failure. The calm mind in the face of failure will lead to deeper introspection and see clearly where the process went wrong so that corrective steps could be taken to avoid shortcomings in future.
The principle of reducing our attachment to personal gains from the work done is the Gita's prescription for attaining equanimity. It has been held that this principle leads to lack of incentive for effort, striking at the very root of work ethic. To the contrary, concentration on the task for its own sake leads to the achievement of excellence – and indeed to the true mental happiness of the worker. Thus, while commonplace theories of motivation may be said to lead us to the bondage or extrinsic rewards, the Gita's principle leads us to the intrinsic rewards of mental, and indeed moral, satisfaction.
M.P. Bhattathiri:
World Management Lessons from India.
The Internet Journal of Alternative Medicine. 2005. Volume 2 Number 2.
http://www.ispub.com/ostia/index.php?xmlFilePath=journals/ijam/vol2n2/mind.xml
Operations-related Senior Managerial Roles and Competencies
Operations-related Senior Managerial Roles
1 Implementation of policies
2 Implementation of changes and innovations in area of jurisdiction
3 Setting of short-term tasks and targets for area of work
4 Fair allocation of the work to members of the staff
5 Seeking suggestions and help from ‘clients’ in order to improve the services provided by his/her department/unit
6 Operating an appropriate control system for the department/unit
7 Providing periodic feedback to staff and helping them review their performance
8 Rewarding/encouraging good performance
9 Anticipating and/or mitigating crises
‘Core’ Competencies for Operations Roles at Senior level
Competencies having correlations of 0.50 and above with
operations roles
1 This person can be counted upon to play his/her part in getting
jobs done
2 This person has a fine sense of timing when it comes to
introducing changes or innovations
3 This person is great at spotting and seizing opportunities that
are beneficial to the organization
4 This person puts out his/her best and expects to come out
way ahead of others
5 In getting jobs done, this person has a knack for doing the
right things at the right time
6 This person seeks and accepts personal responsibility for
getting a job done
7 This person has a knack for mobilizing the necessary
resources for a task even when resources are scarce
8 This person has a knack for making very persuasive
presentations for proposals for new projects or activities
9 This person has a knack for building an effective team for
implementing a new project or activity
Pradip N Khandwalla
“Competencies for Senior Manager Roles”
Vikalpa, October-December 2004
1 Implementation of policies
2 Implementation of changes and innovations in area of jurisdiction
3 Setting of short-term tasks and targets for area of work
4 Fair allocation of the work to members of the staff
5 Seeking suggestions and help from ‘clients’ in order to improve the services provided by his/her department/unit
6 Operating an appropriate control system for the department/unit
7 Providing periodic feedback to staff and helping them review their performance
8 Rewarding/encouraging good performance
9 Anticipating and/or mitigating crises
‘Core’ Competencies for Operations Roles at Senior level
Competencies having correlations of 0.50 and above with
operations roles
1 This person can be counted upon to play his/her part in getting
jobs done
2 This person has a fine sense of timing when it comes to
introducing changes or innovations
3 This person is great at spotting and seizing opportunities that
are beneficial to the organization
4 This person puts out his/her best and expects to come out
way ahead of others
5 In getting jobs done, this person has a knack for doing the
right things at the right time
6 This person seeks and accepts personal responsibility for
getting a job done
7 This person has a knack for mobilizing the necessary
resources for a task even when resources are scarce
8 This person has a knack for making very persuasive
presentations for proposals for new projects or activities
9 This person has a knack for building an effective team for
implementing a new project or activity
Pradip N Khandwalla
“Competencies for Senior Manager Roles”
Vikalpa, October-December 2004
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