The Hindu Business Line : Back to basics

The simplest of solutions is to work around the problem. Provide some opportunity, however small, for the employee to do what he is really good at, and then watch the difference.

Though the exact nature of the work itself does not change, what happens is that the employee sees light at the end of the tunnel. Working on further solutions can then become easier.

Similarly, it is essential that managers walk the talk, while enforcing discipline.

In a major public sector unit in Tamil Nadu, there was a lot of grumbling when computerised attendance recording was introduced decades ago.

The resistance was quickly overcome when the Executive Director himself offered to punch a card, and addressed employees to adhere to discipline.

Even matters of strategic importance can be solved if one takes note of the experience of organisations round the world.

For instance, it is wise to get out of products and markets where the organisation cannot gain a market leader position or at least the No 2 slot. The FMCG market may be an exception, as the local players can still corner reasonable market-shares based on their price advantage in specific segments.

Whatever one does should be based on sound fundamentals. Given the `other things being equal' situation, a single differentiator can make a great difference. For example, two private sector banks have gone in for an advanced technology, but at the same time, leveraged their skills in excellent knowledge of customers, mainly traders, acquired over several decades of experience in retail banking, and have held their own in an era of global competition in banking.

Re-visiting basics, based on sound common sense, is thus one sure way of success in the new global business environment.

Letters to the editor and contributions can be sent by e-mail to: bleditor@thehindu.co.in

A. B. Sivakumar

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