Articulo ten commandments for organizational rennaissance

Management Review, 14(1), March 2002

TEN COMMANDMENTS FOR ORGANIZATIONAL RENAISSANCE
Dr. P Singh* Dr. Asha Bhandarker↑

As we step into the new millennium, cutting edge research in science and technology indicate that we are on the brink of unimaginable developments which are transforming the way people transact business. appropriate fundamental Such for a cusp in time on is reflection manyIndian

strategic and collective efforts are made, this will not become a reality. India missed the manufacturing boom of the early 1990s because companies could not gear up fast enough to meet the challenge of producing world class products on the quality and cost parameters. The South East Asian countries took up the challenge and met it quite effectively in the process became the to tigerwill economies. have prepare to for the Indian reinvent new

issues,

which

organisations have to deal with in the next couple of decades. India is emerging as an important player in software and online services. Increasingly, countries in the developed world are acknowledging Indian software talent, pool of engineering and R & D skills. In fact, in the mid 1990s, one of the World Bankreports had predicted that India is poised to become an economic superpower. However, unless sustained,
* ↑

companies themselves

challenges. It is our firm belief that corporate renaissance will be possible primarily people through a shift in strategic power. thinking and approach and by galvanizing

Director, Indian Institute of Management, Lucknow Professor(Organizational Behaviour),Management Development Institute, Gurgaon.

Worldwide experiences have indicated that structural mergers, strategic approaches acquisitions, alliances have like downsizing, and not takeovers generally

There is a need for leaders who are (among other things) process and people savvy - that is, not only who can architect a vision, but also inspire people by it; who can not only prepare a road map butalso mobilize people towards the organizational goals; and most importantly, who not only have the desire but also the will to make a significant contribution to the creation of wealth through people. This is a time when the notions of leadership have to be redefined in Indian organizations. Indian corporate leaders have to move from management by control to leading by facilitating, coaching andmentoring. In times of change and uncertainty, building clarity of purpose and path is an essential leadership task. At this juncture therefore, there is a need to evolve guidelines and directions in the form of commandments which leaders can utilize to build organizations. Today we need leaders who have the ability to unify and collectivize, and go far beyond the mundane as well as beyondparochial divides. The ten commandments given by Moses in the biblical era, helped to build the community in the Transjordan and Palestine region, characterized by peace and cooperation among a large and diverse population. In today's business context there is a need for Mosevian commandments from CEOs. Such 2 corporate commandments from CEOs will contribute in a big way to

delivered. The champions ofthe concept of reengineering: Hammer1 and Champy2 have themselves observed that 70% of the reengineering projects have been unsuccessful. Studies have shown that 50% acquisition have failed; 60% to 70% has been the failure rate of strategic alliances . The failures have taken place because taken for the people has The part of the been of organization unfortunately,
3

granted. managingchallenge

corporate transformation therefore lies in effectively and mobilizing people. Companies like ABB, 3M, GE, Canon, Motorola, Texas Instruments, Kao etc., have managed their themselves strategies and by realigned the growth In

treating people as the most valued core of company. such companies, organisations and people have moved together. In addition, it is also getting increasingly...