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• Lead from front by example Step 2 An organization becomes sick or performs badly with respect to competition in the same industry only because of basic flaws in the mindset of the people in the organization which leads to wrong strategies and actions. Unless the mindset are changed, company performance cannot improve. PCBL as an organization was focused on market leadership and market share in each market segment and had lost sight of contribution levels leading to having market leadership but not profit leadership. In commodity market for a product like Carbon Black where there is no price premium or brand loyalty, a company has no choice but to achieve Cost Leadership which would lead to Profit Leadership. Only with adequate generation of internal funds, company can invest and expand to maintain Market Leadership. As such, it was critical to have this basic change in thinking i.e from : Market Leadership Cost Leadership The leadership challenge is to identify the appropriate mindset required across the company in each functional area and for arriving at the same, it is critical to understand what are the key industry drivers for the industry in which the company is operating which would give maximum benefit in terms of revenue and profit as well as reduce competitive disadvantage and increase competitive advantage quotient for the company. The process followed was as under : Identification of new mindsets required Ensuring everyone shares the specific new mindset The Alignment of mindset leads to correct operational practices which resulted in Superior business results The Leadership Challenge is to create a VIRTUOUS CIRCLE ~ Some of the examples of mindset change done in the various functional areas in PCBL are as under ~ In PCBL the operational efficiency gaps were covered only by such mindset changes across the company in internal and external stakeholders leading to an annualized benefit of more than Rs.90 cr in three months. Consolidation Phase Leadership Challenge in this phase was to ensure that • organization continues with strategy of cost cutting and maximizing contribution • Captures opportunities and continuously innovates • Maintains momentum to ensure ongoing high performance Growth Phase In an organization which turns around and 124 November 2007 NHRD Journal
consolidates in a short period of four to six months employees are likely to develop inertia and a feeling of "We are the best" which can lead to loss of momentum. We therefore need to identify new strategic needs for changed competitive condition to overcome inertia. This can be done by creating positive crisis as under: • Convince employees that current performance was good but not good Enough • Develop new strategic challenges to galvanise people into action • Create an enemy which could be a threat to survival of the company. In PCBL having achieved cost leadership in the turn around and consolidation phase new strategic challenges identified and communicated were : • Achieve Service Leadership • Achieve Quality Leadership Positive crisis was created by communicating the new Demand and Supply scenario of excess supply due to expansion by competitor in which survival would depend on being better in Service and Quality to maintain market share. It is critical to reflect on the strategic health of the organization in the Growth Phase when company is financially doing well. In most of the cases we do this when organization's profitability is on the declining trend. Having identified the strategic health gaps which are giving competitive disadvantage, we need to communicate same across the organization and develop innovative solutions to overcome same. The other Leadership Challenges during this phase are ~ • Ensure execution of growth plans at optimum cost and as per schedule • Preserve the culture of high performance developed. - By continuously reinforcing and renewing mindset - Consistently improving and increasing job content of everyone - Ensuring no burnout by work-life imbalance It is extremely critical that the Core Team is willingly participating in the journey of "accelerated growth" as the work pressure would need personal sacrifices by way of lack of time for family. During this process we need to ensure that we as Leaders are "Energy Givers and not Energy Taker" through any action of ours. Sustainable Growth Phase For PCBL to remain on Sustainable Growth Path, the challenges are • Achieve Service & Quality Leadership • Make PCBL Carbon Black a branded product • Enter Speciality Carbon Black business • Continuously expand capacity • By generating adequate internal profit to finance growth • Identifying locations for expansion with secured and captive Feedstock supply which will give long term competitive cost advantage • Grow at international locations The above would enable creation of entry barrier by increasing the competitive advantage quotient substantially. Culture Change To build a culture in the organization where individuals have an approach of "I have to do it" "It will be done" is the biggest leadership challenge. November 2007 NHRD Journal 125
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NHRD Journal Organizational Change
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S.no Title of the Article Author Pa
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ORGANIZATIONAL CHANGE INDIRA J PARI
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give subtle shape to the organizati
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to be tempered by a sense of humor,
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Although the result did not spell o
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the Project Sponsor to engage the C
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• Consultative - The target popul
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Now they are confronted with change
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A living system can never be direct
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ut in absence of formal process of
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Higgs, M. and Rowland, D. (2005),
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• Organization Structure Rigid hi
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magnitude of the programme, you can
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• In only about 10% of the school
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memorization, the focus of the teac
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HOW HR CAN IGNITE 'HOT SPOTS' YOGI
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pointed the prerequisites of change
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BRINGING CHANGE TO THE CHANGE AGENT
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were low, people lived simply and s
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'People Academy' that seeks to fost
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DEFINING CHANGE AGENTS SANDEEP K. K
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human resource process like leaders
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References Chris Argyris, Initiatin
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needs to tell a trained nurse about
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esponse to changes in the external
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THE ENDURING SKILLS OF CHANGE LEADE
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left to resolve tensions, answer qu
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neglected step in the change proces
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enefits of the long march are lost,
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To address the challenge of executi
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very capable people; but the organi
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DRIVING ORGANIZATIONAL CHANGE LEENA
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change, preparing the leadership an
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However the good news is that the a
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Organizational Culture and Sub-Cult
Page 73 and 74: References Ashkanasy, N. M., Broadf
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Page 81 and 82: COMMUNICATION EFFECTIVENESS, JUSTIC
Page 83 and 84: interactional justice focused on th
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Page 87 and 88: the merger, in whichever form has a
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Page 91 and 92: • Successful integration approach
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Page 95 and 96: ONE REASON FOR FAILURE OF CHANGE IN
Page 97 and 98: IPO: A POWERFUL INTERVENTION IN ORG
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Page 109 and 110: productive deployment of raw talent
Page 111 and 112: Conclusion There is a broad agreeme
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Page 117 and 118: ORGANIZATIONAL CHANGE-MARUTI SUZUKI
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Page 121 and 122: • Cross Functional Teams (CFTs) o
Page 123: i. Technology • Plant location
Page 127 and 128: PBIT (Rs in crores.) The Company ha
Page 129 and 130: concepts in an organizational conte
Page 131 and 132: APPEAL TO CONTRIBUTORS The National
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