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.
Economics for business–building blocks
Pronab Sen, Economic Adviser, Planning Commission (The Leadership Manual)
April 24, 2002
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.
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.
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.
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
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.
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.
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.