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| The Aware Professional Programme |
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| Creating a performance culture |
| The TAP programme developed by IMA-India,
an associate of The Economist Corporate Network, continued to
provoke, challenge and excite the intellect and business acumen
of key personnel in their pursuit of the avowed Sanmar objective
of achieving a performance culture. |
| The quarter April-June 2002 witnessed a powerful
mix of topics contributing to the all round development of the
aware manager ready to take on the challenges of global competition. |
| Consistent with the earlier sessions in the
programme, the content of the latest sessions both covered best
practices and added fresh chapters to the ‘Leadership Manual.’ |
| The three topics covered in April threw
light on the principles of economics business professionals
should know, knowledge management in HRD and the actual ERP
experience at Tata Steel. |
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Economics
for business–building blocks
Pronab Sen, Economic Adviser, Planning Commission (The Leadership
Manual)
April
24, 2002
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| In his inimitable, soft spoken but razor sharp style
of articulation, Pronab Sen highlighted two important principles in
the economic system: (i) Every economic variable is related to every
other. These variables change over time and place. (ii) In the larger
economic context, time is an important dimension. |
| The interrelationship between different variables
and the influence of ‘time’ can be explained by correlating investment
and output. Sen dispelled the notion that lower interest rates would
necessarily boost investment. He also stressed the important role
of the exchange rate influenced by both inflation and interest rates.
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Technology
leverage in Human Resources Management
Shantanu Banerjee, Executive Vice President, Human Resources
and Corporate Affairs,
Electrolux India (The Leadership Manual)
April 24, 2002
|
| Shantanu Banerjee shared with the audience valuable
insights into the innovative use of IT by Electrolux India in the
area of HR management. |
| He gave a detailed exposition of the variety of
actions initiated at Electrolux to create a B2E (Business to Employees)
platform. An attempt was made, successfully, to transform the HR base
in the company into a reservoir of online information empowering the
employee to participate fully in an HR commune on the Intranet. The
system encompasses the complete HR gamut from employee relationship
management and performance management to industrial relations, even
hosting a house magazine. |
|
ERP
implementation at Tata Steel
Aniruddha Banerjee, Chief of SAP Task Force, Tata Steel (The
Best Practices series)
April 24, 2002
|
| Aniruddha Banerjee took the participants
on a conducted tour of the ERP implementation at Tata Steel. Based
on the Tata Steel experience, where ERP has made information management
highly effective, Banerjee listed the key factors that combine to
enable successful implementation. He also cautioned the group against
common mistakes. Examples are overdependence on the ERP consultant
and on technology rather than home grown solutions and deliverables.
According to him, ERP has made his company the lowest cost steel producer
in the world. |
| The May programme focused on two aspects of business
excellence, viz., operating excellence and value-based leadership.
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Achieving
operating excellence – A case study on Glaxo Smithkline Consumer
Healthcare (GSKCH)
Abhinandan Chatterjee, Director,
Finance and IT, Glaxo Smithkline Consumer Healthcare (GSKCH) (The
Best Practices Series)
May 17, 2002
|
| Abhinandan Chatterjee stressed the importance of
an all-embracing focus improving the efficiency of functions and processes
within the organisation. Creating a conducive environment is a pre-requisite
for operating excellence, and such an environment can only be created
by a team of passionate, committed, contributing members. He related
how his company’s initiatives and the dedication of his colleagues
have led to cost optimisation at GSKCH, making it one of the most
profitable FMCG companies. |
|
Value-based
leadership
Dr Jayanta Chatterjee, Professor – Knowledge, innovation, strategy
and e-services, Indian Institute of Technology, Kanpur (The Leadership
Manual)
May 17, 2002
|
| Jayanta Chatterjee’s session was inspirational.
He highlighted the ‘three dimensions of value-based leadership.’ First,
it is imperative to ensure that the leader’s values are in consonance
with the organisation’s. Second, in leadership, perception is more
important than reality. Third and most difficult, intent must be translated
into behaviour. |
| In conclusion Chatterjee said: In value-based leadership,
action is more important than anything else. Making dreams tangible
calls for ‘walking the talk’. |
| The June session offered Sanmar managers a refreshing
extramural perspective on current affairs as well as exposure to business
concepts beyond their core activities. |
|
The
balanced scorecard
V V S Mani, Senior Consultant, Tata Quality Management Services
(The Best Practices series)
June 14, 2002
|
| In V V S Mani’s session, the participants
learned of the balanced scorecard, a strategy implementation
tool. Strategy is a series of cause and effect linkages, that
can provide a clear and simple plan of the intended direction.
Applying non-financial measurements in a management framework,
the balanced scorecard approach recommends the development of
indicators that will provide feedback from the financial, internal
processes and learning-growth perspectives. |
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Centre
and state level politics, economic affairs and the possibility of
a war with Pakistan
Shannkar Aiyar, Senior Editor, India Today (A Corporate Ready
Reckoner)
June 14, 2002
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|
| Shannkar Aiyar not only reinforced the common
understanding of the current political and economic situation
in India, he also elucidated some original but well founded
theories and prognoses on India’s political and economic future
in the short and medium terms. He emphasised the urgent need
for second generation reforms to be backed by a dynamic political
leadership, for the pace of economic growth to be accelerated.
He expressed serious concern over the huge costs that even the
threat of war has added to the exchequer. |
|
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DNA
of a winning organisation
Sudershan Banerjee, Chief Executive Officer, Hutchison Essar
(The Leadership Manual)
June 14, 2002
|
| In the final session of the quarter, Sudershan
Banerjee mapped the genetic code of a winning organisation.
According to him, business today has ever-evolving dimensions,
and change is continuous. Companies are focusing on incorporating
IT as part of their strategy, creating and building new brands,
increasing productivity and performance to meet competition.
|
| Affordability, availability and acceptability
are the cornerstones of a winning organisation. The leader must
create a business model of sustainable financial performance,
as well as a transparent corporate governance plan. He must
also demonstrate social responsibility. |
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| All the sessions of the period were marked
by active all-round participation and a high quality of debate.
The appropriateness and wit of the customary vote of thanks
after each session served to show the depth of talent in the
group. |
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