Monthly Archives: December 2005

Taking a break…

Will be offline for a week….

Am joining a new organization as a HR Manager from the 3rd of January

Have a great and rewarding 2006 !

The new religion is…

Talentism and the prophet is Jeff Hunter.

Put your hands together for the new messiah !

I’m an early convert !

The Indian auto industry

Roland Berger Partner at Munich and automotive expert Dr. Thomas Sedran tells global auto majors not to ignore the Indian auto market.

European carmakers and suppliers would be wise to keep at least one eye pinned on India. They should also keep in mind that India’s automotive market is not a cookie-cutter mold of China’s car sector. The structure of India’s auto industry is unique when compared to other developed economies.
Unlike in China where a joint venture is required for domestic production, India’s auto foreign direct investment policy allows global OEMs to have 100 percent ownership, which has created a healthy industry from the start.
India potentially is the next red-hot market. OEMs that have their finger on the local pulse and manage to globally integrate their Indian operations have good chances of seeing a profitable and sustainable operation develop.

An Arjuna Awardee and a Management Consultant

Believe it or not that’s Roopa Unnikrishnan for you, an Arjuna Awardee for Shooting in 1999 and is employed with one of the US’s most upcoming management consulting organizations.

Wow !

On Knowledge worker productivity

KM thought leader Tom Davenport has a conversation on Knowledge worker productivity and wonders why most organizations don’t do much about it. The reasons are almost the same:

1. Its hard.
2. It takes a fair amount of up-front investment.
3. Knowledge workers, like Greta Garbo, like to be left alone.

So, as the reporter asks Tom, if companies are not putting their money where Drucker advised them to, was Drucker wrong?

Not really.

There are a lot of areas where organizations have not listened to Drucker (via Blogspotting) and that doesn’t mean that the ideas are not great. It is just that Drucker showed the “aspired reality” for organizations.

Organizations on the other hand focus on the day to day operations, and listen more to the quarterly diktats of Wall Street and shreholders than focussing on the aspirations that leaders like Drucker showed.

Actual reality wins most of the time over aspired reality. Specially when the rewards of the actual reality are clearer than the transition and pain to change into the aspired reality.