These questions are not nuclear science or invented by me, but learnt along the way of my professional journey, read in a variety of books, articles of Management gurus, still relevant in today’s world.

1) What is the new opportunity that we as an organization are not seeing?

2) How might we learn from others - competition & non competition?

3) Can new trends in how people work/communicate open up ways to improve our organization?

4) What is my ‘Best’ today & how do I enable my team to do their ‘Best’ today?

5) If we were starting from scratch, how would we design it?

6) When a meeting is flat & perfunctory - What’s on people’s mind that is unsaid? What’s wrong? What’s going on?

7) What’s the craziest idea that just might work?

What are the most damaging barriers facing us & how do we obliterate them?

9) What do I need to ensure my team understands my driving philosophy & passion?

10) What’s possible today that was not possible last year/month?

11) Is my team focused on doing what matters the most?

I would love comments & additions to the list to make it more comprehensive & encompassing.

Lately on twitter I have experienced spam follows - who use a variety of apps to follow/unfollow to improve numbers, grade & supposedly climb the social media ladder!

To add this sabzi mandi (confusion) there are those mavens, gurus, experts who discuss Social Media Gyan with links, analysis, articles which are repeatedly RT (re tweeted), most of the times without being read, understood in the Indian context. Read the rest of this entry »

This is something I had read some years ago, in the book ‘Execution’ by Larry Bossidy & Ram Charan (confirmed by Soeb yesterday) followed it ever since, quite successfully.

1) Know your people & your business
2) Insist on Realism
3) Set clear Goals & Priorities
4) Follow Through
5) Reward the Doers
6) Expand People’s capabilities
7) Know Yourself

If I remember correctly, this was something I read from Sam Walton’s book years ago, tried to implement in toto, succeeded some places, but came out ahead overall.

1 Remember what Sam Walton said: Trust your customers. Go talk to them.
2 Don’t cut your culture. It won’t recover easily.
3 Ask yourself what you want to look like when recovery comes. Then Manage toward the outcome
4 Run your company in good times the way you would in bad times. You’ll always be ready.
5 Believe in your business. There will be an upturn.
6 Do what it takes to remain profitable. Negative numbers become an excuse for almost anything.
7 Invest in your R&D. You will need it.
8 Talk with your customers, employees, suppliers and shareholders. Keep them in the loop.
9 Cut out what’s non-core. Invest in what is.
10 Understand what business you’re in - emotionally. Be a beacon to your customers.
11 Look for technology-based efficiency. Use the web to cut costs and boost productivity.(No, the web isn’t dead)
12 Leverage relationships
13 Make an economic downturn a good time to re-examine your business fundamentals.
14 Demonstrate leadership to your customers. They’re looking for it from business - and too often, they don’t see it.
15 Enlist your employee’s support.
16 Look outside your own walls for good partners. Doing so can save money or make money.
17 Take a calculated shot at something that could change the game: a new marketing push or a timely acquisition.
18 Do what you already know is right - only this time, make sure you really do it.
19 Simplify something - it’s bound to help cut costs. Complexity equals expense.
20 Use this downturn as an opportunity to make a difference.

In case this is incorrect, feel free to comment so that I can make the necessary changes.

Pani Puri Act-1984

One free puri to be served minimum against every six puries, puri may be dry with boiled potato/ ragda and salt on top.

Misal Act -1966

Misal always to be served in a small plate kept on a larger plate.

Limbu Sarbat Act-1955

Empty glass be placed on glass containing limbu sarbat and both be shaken vigorously, at least 10 times up and down.

Rava Dosa Act 1988

A small portion of the dosa may always remain stuck to the plate.

Thali Act -Udipi restaurants of Mumbai-1989

A minimum of 6 vaatis(cups) always be on the plate, at least 4 dishes be recognizable, additional miniscule vaati for Shrikhand.

The Oxford Business English Dictionary lists it as a term or phrase meaning “in the future starting from now”.

However, post the meltdown, though, it is popular with people who have no clue about what results their actions shall bear.

This is something which keeps cropping up amongst peers, friends, acquaintances with everyone having their own view.

Keeping in mind the economic scenario globally, there seems to be some factors that seem to have changed during the year.

Proven cross functional skills seem to have gained importance this year, which overall seems warranted.

The ability to manage & more importantly inspire teams, holding them together is another factor which has seen being specified more often.

AND the need of being able to communicate effectively & constantly; whilst being extremely results driven is a critical factor that is being evaluated.

Some of the Better candidates would also need to keep the following in mind also:

• Don’t hesitate to take complex decisions with available data, which at times may be insufficient; remaining calm under pressure
• Need to exhibit strong process orientation, whilst being personally flexible in terms of mobility & willingness to learn.

AND

• Remember to be big picture thinkers, capable of broad strategic implementable vision for themselves & the organization that they shall lead.
• International Exposure & high personal integrity are two more elements that have moved across from being ‘Desirable’ to being ‘Imperative’

I would love some more thoughts on this.

“Success is more permanent when you achieve it without destroying your principles”.

Post Satyam, there has been a lot of debates, discussions on “Are Independent Directors effective”? Everyone has had something to say about this.

YES! there are some reputed people who have been extremely effective over the years, however the general perception has been to the contrary. There are numerous reasons for this, common which I personally feel are listed below:

1)     A fair number of them have full time responsibilities and are also on several boards, which makes it difficult to do   justice to all of them in the right manner.

2)     They have little on stake in the company on whose board they sit.

3)     Mostly, they are friends of the promoter, other board members.

4)     Little experience in the industry of the company on whose board they are on.

Whilst these are factors that can be overcome, only specific guidelines, laws would ensure this really happens. As also the internal need of wanting this to happen shall play an important role.

An EXPERT is someone who will tell you tomorrow why what he predicted yesterday did not happen today !!!