NHRD Journal - National HRD Network

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