doHow

I got a very interesting insight last week as I remembered my German stay for almost 8 years. The majority of the society there demonstrates a self-driven desire to perfect whatever they are doing. In Brazil, where I stayed for 5 years, on the other hand one finds a way out through the “Jeitinho Brasileiro”. In India we talk about the “Jugad”.

In the colloquial day to day English in India, whenever we want to delegate writing a letter, we first ask “Do you know how to write a letter?” and then at times “Can you please write a letter? In Brazil one asks “Vôce sabe como escrever uma carta?” and then ask “Pode escrever uma carta por favor? Whereas in Germany one asks directly „Können sie einen Brief schreiben?” – no one asks „Wissen Sie einen  Brief schreiben?“, which is gramatically inappropriate.

In German the usage of the verb “Know” is grammatically inappropriate when it involves “Doing”!!! Whereas in the colloquial day to day English in India and in Brazil usage of the verb “Know” when “Doing” is involved is quite natural. This is when I realised that in almost all the trainings that we attend in India mainly Knowhow is imparted, in some programs with some simulations and exercises for the “doHow” though. However there is hardly any program where only the “doHow” training is done on the job.

Supporting this grammatical phenomenon, the vocational training in Germany and many European countries is quite matured and the focus is just the “doHow” with Knowhow being an obvious part of the “doHow”. Unfortunately in India even the Diploma institutes and Industrial Training Institutes generate graduates who have good knowhow but lack “doHow” resulting in the competency gap that one keeps discussing and debating in all forums.

 
With this insight when I thought of the way skills were imparted in the good olden days all over the world, it was quite insightful that the main focus was on the “doHow”.

On the other hand, I realised that in today’s world of extreme competition, free access to knowhow through internet and the drive to get quick returns, using mobile technology posing challenging questions that one can answer during the normal working can result in a “doHow” revolution.

Now my challenge is to start the “doHow” revolution and achieve Sustainable Profitable Growth. I will surely share my experience with “doHow”. 

Scarce Resources for Sustainable Profitable Growth

Scarce Resources in general is a result of demand exceeding supply. It was quite enlightening to me, as I recently read a book on economics, that this condition is the source of any business activity. Scarcity breeds businesses and drives progress of our civilisation.

What about competing businesses? The ONLY differentiator between competing businesses is the efficiency of the usage of these scarce resources.

1.        Relevant products and services (including the raw materials)

2.        Leadership bandwidth

3.        Right employees

4.        Willing customers/clients

5.        Knowhow both tacit and explicit

6.        Time to implement an idea

7.        Investors for finance

8.        Partnering vendors

9.        Office and production facilities

10.    Cooperative society

I have further explained each of these scarce resources and identified the key question as well as a rhythm to ask this question.

1. Relevant products and services (including the raw materials)

The most important scarce resource for a business is the availability of appropriate and relevant products and services to meet or fulfil a need, both explicitly stated and implicitly prevalent.

Key Question: Value Innovation?

Rhythm: Once in 3Y

2. Leadership bandwidth

The leadership bandwidth is a very common scarce resource for a business, especially due to us human beings commonly not being able to generate time for the important but generally not urgent tasks.

Key Question: Focus Areas – Maximum 5?

Rhythm: Annual

3. Right employees

I’m sure getting the right employees on board is a humongous challenge for any business due to the gap between what the organisation can offer and what the employee expects and inversely what the organisation expects and the employee can offer.

Key Question: Passionate and Enthused?

Rhythm: Quarterly

4. Willing customers/clients

It is quite obvious that willing customers and clients who are ready to use the products and services is always a major scarce resource irrespective of the life-cycle of an organisation, be it a start-up or a fully matured organisation in its milking stage.

Key Question: Value Perception?
Rhythm: Monthly

5. Knowhow both tacit and explicit

Knowhow of products, services, processes and practices is one of the key scarce resources which many a times is not very explicit, especially because of the gap between knowing and doing – we quite regularly believe knowing without doing and thus base our decision or inaccurate knowledge.

Key Question: Repeat Failures?

Rhythm: Monthly

6. Time to implement an idea

Time necessary to implement any new idea or change of course is a very scarce resource, especially to stay ahead of the competition.

Key Question: Waiting Time?

Rhythm: Monthly

7. Investors for finance

As we all know if we pull up all the available finance in our society, finance should not really be a scarce resource at all. However finance becomes a perennial scarce resource, since finding those investors who are interested in the respective business and are prepared to lend at affordable interest rates is quite a challenge.

Key Question: ROI?

Rhythm: Monthly

8. Partnering vendors

One generally feels that buying something what we need either as direct materials, indirect raw materials or knowhow is not very difficult as long as we have the necessary finance. Feeling and reality being different, it is really quite a challenge to find abundance of vendors who are proactively interested in partnering for a long-term win-win relationship.

Key Question: Reliability and Dependability?

Rhythm: Monthly

9. Office and production facilities

Finding an appropriate and affordable space for office and production facility is equally a challenge and therefore is also a scarce resource for business.

Key Question: Utilisation?

Rhythm: Monthly

10. Cooperative society

Finally, when one wants to achieve sustainable profitable growth it is primordial that inclusive growth becomes the DNA of the business and this can only be achieved with the cooperative society that on the one hand can understand the risks associated with the business and can on the other hand equally appreciate the progress that can be achieved through the respective business.

Key Question: Media Noise?

Rhythm: Monthly

In conclusion I realised that our thinking and actions will become totally different the moment we perceive these 10 business requirements as scarce resources and closely monitor the efficiency of their usage, both objectively and subjectively, and gradually improve to achieve Sustainable Profitable Growth and contribute to the progress of our society.

Standards for Sustainable Profitable Growth

I have been going to various companies from various industries like, manufacturing, construction, hospitality, commodities, etc. in the last the one and a half years and I see that one of the common areas of concern, mainly with the bigger companies, is that the freshers are not industry ready. On the other hand for the smaller companies the challenge is to get everyone across the hierarchy to perform as the owner or promoter intents, thus providing consistent quality and on-time delivery products and services to the customers. The challenge in the case of the smaller companies becomes extremely intense, especially when the next generation of the founder needs to take over.

In this regard I had some thoughts. I see across all companies that neither valid up-to-date standards pertaining to every role, product and service nor appropriate self-learning materials are available. Additionally the handful of “Experts” in every company are always very busy with no quality time to empower others to perform equally well. Therefore the only possibility of self-learning is generally through trial and error, which is a costly one – high rejects, low productivity, increased throughput!

I would now like to go to a totally different aspect regarding the freshers. Even when I graduated almost three decades back, the biggest ability that one would have acquired through formal “spoon fed Guides/Notes” education would be to reproduce the learning with precision, of course with some analysis and judgement, since the popular way of testing is largely during the examinations lasting a couple of hours. This ability surprisingly matches the need to reproduce consistently in almost all the roles in any industry.

Now putting these two together on the one hand most of the roles in a company need just consistent reproduction for developing, planning and delivering on-time quality products and services and to do this the freshers have the right qualification and mindset but on the other hand the companies don’t have valid and up-to-date “Guides/Notes for spoon feeding” and expect the freshers to learn by observing, questioning and practicing – “Trial/Error”. Will just creating Guides/Notes for spoon feeding every role, product/service specialties, etc. solve the dilemma???

I believe making the education system more industry specific first of all may not really be necessary and secondly may NOT BE POSSIBLE since every industry has its own specialties and every company have their core competencies, which cannot be and will not be imparted to public at large. This is what made me take a different approach to a win-win solution for this dilemma.

In my leadership roles in various countries, I have noted that the employees from countries with well-structured and disciplined societies are generally very good in performing few tasks with almost perfection and feel quite insecure to do others they believe they are not good at. In India and to some extent in Brazil, it is different though. The employees from these not so well-structured and disciplined societies are intrinsically self-confident in performing any kind of role after overcoming many obstacles in life, provided the racial discrimination deterrent to free expression is absent. Not only are they self-confident but can improvise a lot to succeed which results in lesser persistence and superficial expertise.

Therefore in societies not so well-structured and disciplined the need for Guides/Notes for spoon feeding every role, product/service specialties, etc. is extremely important for the employees not to learn based only on the Trial/Error strategy, which one would be intrinsically motivated to do! Additionally, since they are self-confident they will be more open to self-learning through Guides/Notes and then to experiment – possibly the most desirable condition in a learning organisation.

I want to thus conclude by encouraging every company to solve this huge competency gap by proactively creating valid standards and appropriate self-learning Audio-Visual Guides/Notes for performing every role and creating every product/service. This approach not only will resolve the dilemma that I had mentioned earlier, but also ensure sustainable, profitable growth through continuous learning.

Manufacturing Competetiveness

Last week on Friday, 7th November 2013, during the national quality summit organized by the CII, lot of discussions were held about the manufacturing competitiveness in India.

I thought of writing this blog to record my thoughts of the enormous HIDDEN potential we have in our country that can be harnessed to reach great heights.

I would like to start by stating our JUGAD ability as a huge strength to improvise, that we learn from a very early age due to a huge uncertainty in the daily routine. This surely is not the case with the countries dominated by manufacturing industry. Are we using this huge JUGAD potential???

Let me share my views about the competence and qualification. We all know that we need to have exceptional merit or connections, good resources,.... to get qualified. On the other hand, ones landing in Industrial Training Institutes not necessarily are incapable. Thus it is really not uncommon, especially to have the fresh graduates as front line managers with significantly less competence that the workmen. Thus the FRONT LINE MANAGERS normally have a role of leading senior and more intelligent subordinates. Even with a good lot of leadership experience this kind of a team to lead is quite challenging. Just imagining their condition and their effectiveness. It is quite interestingly different in the advanced manufacturing economies, where education in based on merit and generally the less capable ones end up as workers, making the life of Front Line Managers easier. Do our workmen need FRONT LINE MANAGERS???

In all the advanced manufacturing countries the basic livelihood is not endangered, since arbitrary firing is not easy and even if a worker were to be fired, the social security system supports in some way. Whereas in India, unfortunately, many companies, the big ones, pride themselves in flexible manpower - outsourced CONTRACT workmen who can be "Hired and Fired" at will. Some companies come up with similar models but with different terminology of "On Job Trainees", Temporaries, etc. Just imagine what would be going through a worker who is either a temporary or a contract workmen for years - sometimes > 10 Y. Will these CONTRACT workmen be engaged with the company???

Imagine how it would be when we get the workmen fully engaged by first ensuring PEOPLE QUALITY and DIGNITY before product/service quality.
Imagine how it would be if we get our workmen to take on some coordinating roles on rotation to become a SELF MANAGING TEAM without the front line manager.
Imagine a system of remuneration based on CONTINUOUS LEARNING and TEACHING using the Jugad abilities.

The enormous hidden potential can in my opinion only be released provided we relook at some conventional wisdom, like our payment systems, hierarchical structure, accountability for down stream performance, etc. You may want to check out the functional value stream, BITS and Timeout in the following L2L system presentation.

 

Consultancoaching

Personally I developed clarity on my mission of “Creating world class companies” and my vision to “Create more than 100 exceptional leaders”. Learning a bit about the functioning of our brain, mainly by reading books on neuroscience, I conceptualized the path of my mission to realize my vision. Consultancoaching is what I evolved combining the necessary expertise for consultancy and necessary ability to catalyze thinking for coaching.

I have depicted the various methods of Learning and Development in the following link to explain what Consultancoaching is all about.

L&D Methods 

The following link depicts the process of Consultancoaching.

Consultancoaching Process 

The first phase of Self-Assessment is described in the following link.

Self-Assessment Steps

I would be more than pleased to consultancoach towards your organization becoming world class and thus eagerly look forward to be part of the journey to increase the share of manufacturing in our GDP from 16% to 25% and to create additional 100 Million Jobs by 2022.

The following link takes you to the self-assessment checklist that you may use.

Self-Assessment Checklist

Coansulting and Coaching

I was really surprised to realise that the intended benefits from a good ERP system have mainly been obtained in the financial modules like accounting, finance, costing, etc. especially in the traditional automotive manufacturing industries through various versions of the ERP over the last two decades starting with the conventional MRP and transitioning to ERP through the MRP II.

As I wondered why, it struck to me that this was mainly due to an “Expert” suggesting and advising the usage of best practices and business processes from the perspective of the “Expert”. In almost all the cases the “User” who was as intelligent as the “Expert” and found ways of working with the ERP by using brilliant innovative and at time disruptive approaches to serve the customer.

Seeing this from a scientific perspective it is obvious that the “Expert” and the “User” both equally intelligent had and continue to have different brains with each looking at the world in a unique perspective and evolving solutions that were the best from their perspective.

They why can’t we make all “Users” into “Experts”?

Yes! In my belief it is possible once we understand the purpose of consulting and coaching.

Consulting is the process where an “Expert” (Consultant) tells and shows the “User” what to do and how to do from the perspective of the “Expert”. Consulting mainly delivers tangible results.

Coaching is the process where the “Expert” (Coach) makes the “User” identify what to do and how to do from the perspective of the “User”. Coaching mainly transforms people by improving thinking.

I realized that for introducing ERP and many other ITES mostly consulting method is adapted resulting in the entire supply chain delivering numbers through brilliant innovative and at time disruptive approaches.

Maybe an “Expert” who is both a coach and a consultant would be an ideal situation to generate both the results and thinking processes to create passion to excel in every individual of the organization by choosing IT as a support in to their exceptional individual skills. Would it then not result in ever “User” becoming an “Expert?

Of course, this is my unique thinking and my perspective. I really welcome you to reflect and get back to me on your further insights.

Executive Coaching

The main emphasis in Executive Coaching is to catalyse the self discovery of the approaches and strategies that take an individual to a goal through empathetic listening and asking the right questions. Getting coached from a person with the domain knowledge or experience on the one hand ensures that the relevant questions are asked, so that the self-discovery becomes exciting. However there exists a risk of adapting some of the coach’s approaches/strategies during the self discovery. This risk becomes more a chance, if the coach of the domain has had diversity in his/her experience/career.

Process Duration: 4 – 6 Executive Coaching sessions of 1h each (can also be a telephone or VOIP conference) spread over 4 – 8 weeks. It is recommended to give a gap of 1 year between two Executive Coaching assignments, since the internalizing of the new learning and experiencing the effect takes time. Once a good rapport has been established, Executive Coaching can also be done through eMail.

Der Schwerpunkt beim „Executive Coaching“ liegt im einfühlsamen Zuhören und dem gezielten stellen von Fragen durch den Coach. Durch diese katalytische Wirkung des Coaches wird beim Klienten ein Selbstentdeckungsprozess für neue Ansätze und Strategien entfacht. Mit diesen neuen Gedanken soll der Weg zur Zielerreichung aus sich selbst entstehen. Diese Selbstentdeckung ist ein hochinteressanter Prozess.

Von Vorteil ist es wenn der Coach aus dem gleichen Aufgabenbereich kommt. Durch sein Know-How und seine praktische Erfahrung gelingt es Ihm die richtigen Fragen in der richtigen Fachsprache zu stellen und den Klienten schneller und viel effizienter voran zu bringen. Durch die gemachten Erfahrungen und Strategien des Coaches kann die Gefahr bestehen, dass der Klient diese Erfolgsrezepte übernimmt und nicht seine eigenen entwickelt. Im Umkehrschluß ergibt sich aber auch ein hohes Chancenpotential, diese erprobten Erfolgsrezepte schnell für sich nutzbar zu machen und weiter zu entwickeln.

Einheit bestehend aus 4 – 6 „EC“ Sitzungen zu je 1 Stunde innerhalb von 4-6 Wochen (Persönlich, via Telefon oder VOIP)

Es wird empfohlen zwischen 2 EC Einheiten eine Pause von ca. 1 Jahr zu lassen. Diese Pause wird benötigt um die ersten Ergebnisse umzusetzen und aus deren Effekten entsprechende Rückschlüsse und Erfahrungen zu gewinnen. Wenn in der Folge eine gute Beziehung zwischen Klient und Coach aufgebaut wurde können EC-Einheiten auch über eMail abgewickelt werden.

A ênfase principal em “Executive Coaching” é para catalizar a própria descoberta das enfoques e estratégias que levam um indivíduo a uma meta através de escutar com empatia e colocar as perguntas corretas. Quando O “Executive Coach” é uma pessoa com o conhecimento e experiência do setor as perguntas pertinentes são feitas, de forma que o própria descoberta fica bem interessante. Porém lá existe um risco de adaptar algumas das enfoques e estratégias do “Executive Coach” durante a descoberta própria. Este risco se torna uma chance, se o “Executive Coach” do setor teve diversidade na sua experiência/carreira.

Duração do processe: 4 á 6 sessões de “Executive Coaching” de 1h cada (também pode ser por telefone ou conferência de VOIP) sobre 4 á 8 semanas. É recomendado para dar um intervalo de 1 ano entre dois cessões de “Executive Coaching”, porque para práticar a sabedoria nova e ver o efeito levam tempo. Quando um acordo é estabelecido, "Executive Coaching" também pode ser feito por e-mail.