Part-3: Storyboard CEO

Here comes a CEO

“
We wanted to grow and be profitable. Effectiveness & accountability should be there in our delivery & business development operations. Carreer advancement opportunities and ability to attract best talent should be inculcated. THE ORAGNIZATION NEEDS TO BE RE-STRUCTURED.”
abridged version

A critical analysis on the present & the way ahead

- You don’t grow by retrofitting (try fitting a Maruti-Zen engine into a Optera !). You may accelerate for the growth, but that would NOT lay foundation for a sustained growth. Why?
o What is needed is to revamp, re-align and resign some, while promote the capable & talented.
o Re-engineering is a dirty word, after all!

- Understand that growth in Japanese market, means fighting the Chinese out on cost. To India based firms, market development & services to Japanese market/clients is a pain. So, you got a niche!
o What is needed to build a cost center out of the Japanese operations? Recruit; develop processes & deliver at low cost to sustain the value addition.
o Cultivate the niche, around the technology competence built. Don’t dilute.

- Get it straight that you draw a blank in the US markets
o Invest heavily on acquiring right talent, if not strategic buy-outs.
o Balance the Japanese revenue & create competition in delivery cum sales set-up with-in the organization.

- There is no culture-shift required
o Do the way you do-however manage & stress on the productivity. Emphasize ‘Performance Pays’
o Accountability & responsibility to be clear along the hierarchy

- There exist a leadership crises
o Stop! We are herds, where is our leader?
o Stop! We need a leader to follow.

- Pvt. Ltd – has its part of sorrows.
o What is the new objective? Growth at the cost of employees, is not to be enjoyed by a selective few
o What is professional attitude? Yes Sir! Yes Sir!

- Kerala- limits to growth -You know it better!