Leadership
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Tapping the capacity of the people
One of the key organisational issues has been tapping the capacity of its people. Great organisations work on this disability well before they are known as great organisations, be it Pixar, Google or others.Mediocre organisations continue working in an authoritarian, hierarchical mode. You might have heard the examples of employees being called resources or extra hands Continue reading
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Downstream process gaps could create upstream chaos !!!
A fantastic example of how the downstream process gaps could create the upstream chaos. My office ID card got expired recently and I was asked to stay at reception until security team call my line manager to confirm if I was still employed. Though I had already applied for ID renewal and could show the approval Continue reading
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Have you found WOMBAT with your solution?
WOMBAT is the acronym used for ‘Waste Of Money, Brain And Time’. Every now and then you experience a WOMBAT with the solutions you are creating. When things go wrong there is a tendency to stick with our guns, being defensive about our original assumptions and trying to find ways to continue on the same Continue reading
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Culture and Brand
Culture and Brand start as two sides of the same coin. In fact, it is the culture that drives the brand.But very soon we start losing focus on the culture and only the brand remains the identity. The corporate mantra soon becomes on building brand values and creating shareholder values. Creating shareholder value is an abstract Continue reading
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Shrink the change to change
Our belief on change often is, that change happens in big leaps and movements, but almost all big changes come from the chunks of small changes. One of the popular technique proposed by Marla Cilley, a home organising guru is “5-Minutes room rescue”. She suggests, get a kitchen timer and set it for 5 minutes. Then Continue reading
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Is whole greater than the some of its parts?
From early on in mathematics, we learn the whole is the sum of its parts. Not only in maths but we take the same understanding in other domains of learning, too e.g.in complex problem solving we follow the rule of breaking it into simpler, smaller problems and tackle them separately. Though this technique is useful to tackle when Continue reading
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Could resistance to change be lack of clarity?
In my last blog I wrote about the concept of Elephant(emotional self) and Rider (rational self) and Elephant’s weakness of being lazy due to exhaustion. Hence not being motivated to take any action for change.However Rider has its issues too i.e. analysis-paralysis of a change effort. If the Rider isn’t sure he takes the Elephant in Continue reading
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Could resistance for change mean the self exhaustion rather than laziness ?
Psychologist Jonathan Haidt in his study defined the terms Elephant and Rider for our emotional and rational sides. Although Elephant (emotional self) has its visible weakness of being lazy and we tend to blame the Elephant for its inaction for change, however the rider (rational self) has its own problems of over-analysing the change and Continue reading
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Is resistance to change a situation problem?
Well a lot has been written about change and resistance to learn new things, the cognitive load it brings. However in their research Heath Brothers brought a new perspective that what looks like a people problem is often a situation problem. In an experiment researchers gave different size buckets of free popcorns to moviegoers, they Continue reading
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Efficient or Effective ?
Peter Drucker defined the terms as Efficient is getting things done right. Effective is getting the right things done. Tom Graves extends the definition of effectiveness to “Getting the right things done right” Most organizations focus their efforts on efficiency, where as efficiency is only one of the dimensions in overall effectiveness. I like Tom’s extension Continue reading
Thinking Space 