an icmr-iipm think tank publication - Cycbth.org

More documents

Recommendations

Info

WILFRIED AULBUR thoroughly chosen people who work very intensively to come up with solutions for the clients problem. This requires a different management approach: It is much less hierarchy and much more leading by example, by providing the right environment and by motivating people with the appropriate challenges. That's the internal aspect. What role do you think change management strategies play when one talks about company's overall structuring? We used to live in a world where 10- year plans made a lot of sense because changes in the environment were few and mostly predictable. Today, globalization and dramatic economic, technological and political change is common place and change management is a part of day-to-day management. Consumer preferences change overnight, standard consumer classifications become less relevant, new competitors appear out of nowhere, speed and complexity of business increases constantly as well as the ambiguity of the environment in which companies operate. Companies that are able to adapt their strategies and their organizations quickly to this changing environment will be the winners going forward. Change management projects need to be stringently run and focus on content, commitment, capabilities and culture. However, it is important to realise that change management must not only address vertical conflicts of interest. For example, the last strikes in Germany of any scale and impact happened in the early 1990s. After that the influence of unions has waned and in a globalized environment the opportunities for workers to leverage influence vs company management has weakened. Nevertheless about twothirds of change management projects fail or fall short of expectations. Today, change often not only affects workers, but also threatens the positions of executives who in turn will try everything they can to protect the status quo. There are very few CEOs who have taken bold steps in transforming their companies. Do you feel that CEO's are still shy when it comes to unconventional innovations or managerial decisions? The job of a CEO is not an easy one. While some may realise the necessity of change when they often face legacy problems in their own organisations which have grown with time and are difficult to dismantle. For many OMEs this means that resource allocations have to be made correctly. How change management in India is different from that of Germany? And who would you think are more active towards it: the Indian CEOs or the West CEOs? Change is difficult in all cultures as it often threatens the positions of entrenched players. It is in particular more challenging in rigid, hierarchical structures. As far as India and Germany are concerned, one major difference is that in Germany vertical challenges have subsided over the years and major hurdles to change are often found within the management teams, i.e., in horizontal conflicts. In India, horizontal conflicts are important as are vertical conflicts as recent labor problems, e.g., in the automotive industry have shown. Secondly, I would not like to differentiate between nationalities and it is more important to focus on individuals. There are people who have the vision to grasp change with both its challenges and opportunities and to thrive in today's complex and ambiguous environment. Then, there are people who are more set in their ways, maybe even satisfied with the position they have achieved for their company and for themselves. And in such a scenario, the first set of people will be more likely to succeed in the 21 st century. Change and transformation sometimes bring with itself lots of resistance and difficulties? Did you face any such resistance & how did you address the same? Resistance to change is to be ex- RESISTANCE TO CHANGE IS TO BE EXPECTED AND THE BEST WAY TO HANDLE SUCH RESISTANCE IS TO IDENTIFY AND COMMUNICATE 'WIIFM' (WHAT'S IN IT FOR ME) pected. One of the best ways to handle such resistance is to identify and communicate the WIIFM, ('What's In It For Me'). If people understand the necessity and benefit of change, then driving that change becomes much easier. A good example is the fact that social benefits and pay in Germany have been cut over the last number of years to enable Germany to fight, e.g., Chinese competition in global markets. The WIIFM for German workers at that point in time was the preservation of jobs in Germany rather than a massive shift of all production overseas. In Indian factories, improvements in productivity could eventually be linked more directly to the performance of workers and supervisors so that company and individual interests can be aligned accordingly. What are the strategic differences in Mercedes Germany and Mercedes India? And how difficult was the transition for you? The competitive environment between India and Germany and the challenges the management face are surprisingly quite similar. However, customers in India do require a specific approach, targeted on their expectations towards Mercedes as a luxury brand. Do one need to alter style of leadership while implementing any change in the company? Change is very much part of our day-to-day business. As a consequence, there is no leadership style which is the 'right' leadership style for change, but each leadership style needs to be tuned into the company's culture, policies and take into account, that transformation is a key responsibility of today's leaders. count your chickens before they hatch 25 april 2012
COVER STORY “THE PROS & CONS SHOULD BE DEBATED, DIFFERENCES SETTLED” GOVIND SHRIKHANDE, MD, SHOPPERS' STOP, IN AN INTERVIEW WITH CHARU TALKS ABOUT HIS LEADERSHIP ODYSSEY OF REPOSITIONING THE COMPANY INTO THE LAP OF LUXURY BRANDS Redefining India's retail sector, Shoppers' Stop has aggressively tapped all unexplored markets across the country and is growing rapidly. Under the leadership of Govind Shrikhande, the company has witnessed significant growth and has recently announced its plans of opening 24 stores over the next three years. He joined the group in 2001 and was promoted as CEO in 2006. He has vivid experience of 22 years and has worked with leading companies like Mafaltlal, Arvind, Arrow and Bombay Dyeing. He was a key member in launching Denim Revolution in India. In this long corporate journey, you worked with leading textile companies. How has been the journey so far? Life is full of rewards, joys, setbacks. I have learnt a lot over the last 27 years. I have been lucky enough to have some of the best bosses in my career - Mr Anubhai & Mr Mogra in Mafatlal, Mr Phadke in J&J, Mr Mirchandani in Arvind . They acted as “Gurus”, for me and taught the fundamentals of textiles, management & HR. I was also quite lucky when it comes to colleagues & teams who worked with me. It’s Crucial in your life to love CHANGE IS CONTINUOUS AND INEVITABLE, SO THE TOP MANAGEMENT HAS TO LOOK FORWARD IN THEIR OUTLOOK TO FACE THE CHALLENGES OF TODAY AND TOMORROW Govind Shrikhande, MD, Shoppers' Stop PHOTO : SANJAY SOLANKI count your chickens before they hatch 26 april 2012
Page 1 and 2: AN ICMR-IIPM THINK TANK PUBLICATION
Page 3 and 4: CONTENTS 12 Marshall Goldsmith Auth
Page 5 and 6: FLASH POINTS INTERNATIONAL FACEBOOK
Page 7 and 8: KICK OFFS YOGESH BANSAL “WE HAVE
Page 9 and 10: INFOGRAPHICS BEYOND NUMBERS CHANGE
Page 11 and 12: INTERNATIONAL COLUMN CAN LEADERS CH
Page 13 and 14: INTERNATIONAL COLUMN THE CHARACTER
Page 15 and 16: INTERNATIONAL COLUMN CULTURE CONTRO
Page 17 and 18: TCOVER STORY he Dodo, a flightless
Page 19 and 20: COVER STORY “LEADERSHIP IS ALL AB
Page 21 and 22: COVER STORY “THINGS MAY NOT BE SU
Page 23: COVER STORY “CHANGE IS INEVITABLE
Page 27 and 28: COVER STORY “TITAN STANDS FOR SOM
Page 29 and 30: COVER STORY “YOU HAVE TO SEE BOTH
Page 31 and 32: EXCLUSIVE COLUMN THE 'HOW' OF TRANS
Page 33 and 34: INTERNATIONAL COLUMN WHY IT WORKS A
Page 35 and 36: INTERNATIONAL COLUMN TRANSFORMATION
Page 37 and 38: FAIR FORWARD “THE AMALGAMATION IS
Page 39 and 40: EXCLUSIVE INTERVIEW "TIME MANAGEMEN
Page 41: POSTSCRIPT THE FORTUNE BENEATH INTE

an icmr-iipm think tank publication - Cycbth.org

Create successful ePaper yourself

Delete template?

Save as template?