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In PCBL we have been focusing on this through communication and interaction in various Forums with the employees and the unions. We firmly believe that "I am doing my best" or "I shall try my best" are approaches which do not lead to excellence in results. These approaches connote as under : "I am doing my best" 1. 1.Defensive approach 2. Putting limit on Self Capability 3. Cannot do Better "I shall try my best" 1. More positive approach 2. Believing in his ability to deliver results 3. Commitment to do best but not sure of results Success not guaranteed As against above, the approach of "I have to do it" and "It will be done" leads to excellence in operations and a more efficient organization as follows ~ "I have to do it" 1. Total commitment to achieving 2. Guaranteeing results to himself with no room for excuses/explanation 3. Ensures stretching of self by unlocking self potential 4. Not accepting any limit on self capabilities - full of confidence Success assured "It will be Done" 1. An approach of "Nothing is impossible" for me 126 November 2007 NHRD Journal 2. Boss can delegate fully without need to monitor Success assured Productive organization The above model was developed in PCBL during the orientation program in November'06 and thereafter communicated to all managers through email. Leadership Challenge is also to build teams across the organization which believe in "The greatest pleasure life has to offer is the satisfaction that follows from - Participating in difficult and constructive undertaking". Only if individuals get satisfaction from participating in difficult and constructive undertaking would they live, breathe, eat and sleep with what they are doing because they have the spirit of "I have to do it" and "It will be done". Company Status in July 2007 As mentioned earlier, I joined the company as Managing Director in July'06 and the organization went through a radical transformation and within a Quarter covered up the substantial gap in profitability and from Qtr 3 06-07 onwards, the company's profitability became at par with competitor as given in figure 2. Figure 2: Performance as of Quarter 3 - FY 07 PCBL has also embarked upon expansion plans through Greenfield projects as well as Brownfield expansion and is now poised to achieve production level of 450,000 MT by June, 2009 to realize its vision. There is also substantial improvement in market perception of PCBL as a reliable and competitive supplier.
PBIT (Rs in crores.) The Company has created substantial wealth for the stake holders and has been ranked No. 11 in The Economic Times survey of the top 100 wealth creators. PCBL received the "Best Corporate Performance" and the "Best TQM Group Activity" Awards in RPG Group for FY'07. Company was also given the SAP ACE 2007 for the best implementation in Chemical Vertical. Ashok Goyal received "Outstanding Achiever Award" for 2006-07 in RPG Group. The PCBL Way Phillips Carbon Black Limited (PCBL) completed the phases of turnaround & consolidation and thereafter embarked upon the growth path within three Quarters which normally requires minimum two to three years. The Management Team today proudly proclaims "Way to do it - PCBL Way - The Accelerated Way". Our challenge as leaders is to ultimately ensure that people enjoy what they are doing and they own the dream that we may have as leaders for the company. We need to assume a facilitators' role by assisting the employees in their journey to achieve difficult targets. To facilitate the process of turnaround, one also needs to put in enabling processes like a) Award and Recognition Systems b) Development of Talent and appropriate skills in employees The Award and Recognition System should be fair, transparent and should necessarily ensure that the Awards are given where the Group values have been properly adhered to. In PCBL we have been stressing on the RPG Core values which are as under • Customer Sovereignty • Passion for Superior Performance • People Orientation • Transparency & Integrity • Anticipation, Speed and Flexibility • Innovation and Entrepreneurship PCBL today has a new dream which is the screen saver on the computer of all the employees in the organization World No.6 Achieve Quality & Service Leadership The Company now is implementing ambitious expansion plan to move from No.9 position in World to No.6 by 2009. Summary It will be done I have to do it The above enables focusing on the criticality of achieving strategic challenges of "Quality and Service Leadership" and maintaining the spirit of "It will be done" and "I have to do it". November 2007 NHRD Journal 127
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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
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References Ashkanasy, N. M., Broadf
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Page 79 and 80: therefore shift gear and venture in
Page 81 and 82: COMMUNICATION EFFECTIVENESS, JUSTIC
Page 83 and 84: interactional justice focused on th
Page 85 and 86: and in a manner that is perceived a
Page 87 and 88: the merger, in whichever form has a
Page 89 and 90: is high, implying that there would
Page 91 and 92: • Successful integration approach
Page 93 and 94: management and the labor leaders to
Page 95 and 96: ONE REASON FOR FAILURE OF CHANGE IN
Page 97 and 98: IPO: A POWERFUL INTERVENTION IN ORG
Page 99 and 100: In expectation of such a reaction,
Page 101 and 102: system was designed, requiring mana
Page 103 and 104: Then the system was recommended for
Page 105 and 106: Newsletters used to be published an
Page 107 and 108: CHALLENGE OF MANAGING ORGANIZATIONA
Page 109 and 110: productive deployment of raw talent
Page 111 and 112: Conclusion There is a broad agreeme
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Page 115 and 116: and regional development programs.
Page 117 and 118: ORGANIZATIONAL CHANGE-MARUTI SUZUKI
Page 119 and 120: in the HR thinking, approach and th
Page 121 and 122: • Cross Functional Teams (CFTs) o
Page 123 and 124: i. Technology • Plant location
Page 125: consolidates in a short period of f
Page 129 and 130: concepts in an organizational conte
Page 131 and 132: APPEAL TO CONTRIBUTORS The National
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