Sunday Posts

Culture eats strategy for breakfast, Peter Drucker observed. And indeed so: Strategy's rational aims and goals are all too often frustrated by ways of seeing and doing things in an organisation. Yet strategy gets so much attention and effort - and, indeed, one hires those fancy strategy consultants - while culture is seen as that soft thing that one can't really define, one can't really measure and ultimately, one can't do anything about. But culture comes from somewhere. It is not a given, an environmental factor that one has to live within. This is possibly the second misconception about culture, that it is an extension of the host society. Indeed, there is that influence of the host society, but an organisation's culture is just that and no more. While the host society supplies some of the precepts, an organisation's culture is a man-made thing, driven by the Founder or Senior Managers and shaped by the 'strategy' of the subordinates to live wit...

We have duly celebrated Jugaad and made it part of the management canon: It has now come to be seen as the ethic of Indian business, perhaps Indian life, where one has to make do with less. What seemed once an awkward thing - visitors to India would often wonder about the Bamboo scaffolding used in the construction sites, for example - has now been accepted as evidence of Indian ingenuity. We should celebrate Jugaad, and even see it as a precursor to things to come. The life of abundance, afforded by the industrial revolution, may soon face significant constraints as natural boundaries of our civilisation get exposed. And, even if this is an unreal fear, there may not be enough for the middle class millions in Asia and Africa as they aspire for good life. Improvisations, with a scene of constraint, the spirit of Jugaad, may indeed define the ethic of modern living at the periphery. However, at the same time, we must be cognizant of the effects Jugaad ethics may have on India and I...

I am reading DRIVE , Daniel Pink's usually interesting take on motivation and what makes people tick. I have come across the key ideas of this book before, primarily through Pink's presentation at the TED, which I found extremely interesting and put on this blog earlier. [ See it here ] The key idea, to repeat, is that there is a limit to extrinsic, material, incentives for work. Most managers indeed operate with an extreme, behaviourist assumption about why people work. Because they get paid, simple, is an extraordinarily naive but extraordinarily common answer. And, accordingly, they believe that the promise of higher pay, extra pay, incentives, is what makes people go that extra mile sometimes required by the business. WRONG, says Dan Pink, in this book. I completely agree. Psychological theories, elegantly presented in the book, show that extrinsic motivators, like money, does work, but only in a limited context, only for activities which are routine (making 40...