Author: manu prasad

  • Agility and Scale

    One of the things I'm trying to understand is how a rapidly growing organisation achieves scale and retains (or develops) agility simultaneously. When there's not much money in the bank/ revenue being generated, the organisation is forced to focus, and even if it does scale, it would do so in a particular domain in a given time frame, before moving on to another.

    But what happens when there's no dearth of financial resources and/or the organisation is in a business environment that demands scale for survival? One way I've seen organisations do it is to go on a hiring spree and get as many people on the floor as possible. But I've also seen it being counter productive, as either people lose clarity (of their role) in the medium term and quit or they get frustrated with organisational will getting in the way.

    To elaborate, in the first case, the organisation is not able to define roles, let alone c

    areer paths beyond basics, because the business domain/environment is still nascent. The employee may not be able to cope with it after a while. Also, rampant hiring many a time leads to massive role overlapping. In the second case, the number of decision makers and dependency across the system increases so much with scale that things do not move as fast as the employee would desire.

    To me, a good senior management team that is able to articulate the changing dynamics, lay out rules on what decisions should involve whom,  and align middle management and further so everyone pulls with the same end goal (need not be in the same direction, but that's a different debate 🙂 ) in mind is probably what can help help achieve/retain agility with scale. In all of this, communication is key, but that's easier said than done.

    Anything you'd like to share from your experiences?

    until next time, weighing scales

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  • Sin-A-Mon

    Home baked goodies for everyone, and basic and advanced workshops for those interested – that’s what Sin-A-Mon is about. In conversation with founder Monika Manchanda.

    [scribd id=93227705 key=key-2lzxsb3dfbsj1sscaee8 mode=list]

  • Institutional Realignment

    As I was returning from the Bali vacation, I thought about how we had planned our vacation without the help of a big travel operator. Something that would have been infinitely more difficult, if not impossible a decade back. It’s still early in this decade, but when I begin to think about what it will be known for, the recurring theme that runs in my head is institutional realignment. It’s not really the most original thought I’ve had, and I’ve been influenced by several, most notably Umair Haque. He calls it institutional collapse, and the only couple of reasons I have played semantics are one, that while I don’t see a seamless change, I do think that different parts of society – across geography, industry, demographics will shift at different points in time and the change might be distributed across time and space to prevent a complete collapse so that we fail to see that the institutions are completely different from the earlier era, and two, a sense of optimism. 🙂

    To me, these institutions are across all facets of our current existence – political, societal, economical, professional, cultural, health and so on. From an era where most individuals required ‘props’ for a sense of identity, we are moving to an infinitely more connected era where people are using the web to create their own unique identities.

    The fall of several regimes, the increasing push for better governance and transparency etc are probably advance warnings that the concept of a nation state is up for an overhaul. Think about it, what really does being ‘Indian’ signify? Is it a common identity? Do you need it any more?

    Societal norms on the concept of family and relationships have been shifting for quite a while now. Marriage, parenting, do they mean the same thing as they did until a few years back? Do you even remember an era without marriage portals? As people create their own spaces, nothing is sacrosanct and almost everything is becoming acceptable.

    Businesses and corporations. Industries like music and news media have already seen the disruptive powers of the internet. I have already mentioned how travel has completely changed. More industries will follow. Around me, I see more and more people refusing to be tied down to organisations and wanting to do their ‘own thing’. It’s the thrill, the freedom, the sense of purpose and many other reasons. The rigid structure of organisations will probably give way to project based aggregations of individuals. What does that do to economies?

    One level before that – education. Two words – Khan Academy. Though variations and different versions of it exist, it’s probably the best indicator of what the current structures will give way to – with a better focus on interest, building useful skill sets and the freedom and processes for the student to identify his calling early on in life. Somewhere during this, I hope to see medicine getting an ‘open API’ 🙂

    On culture, Vanessa Miemis gives us a great read, more so because it goes beyond culture per se.

    I see the not-so-hidden hand of the web in all of this. From its elimination of the middle man to its way of bringing out more and more information, it has changed the way we view ourselves, and the operational environment around us. I’m not saying that everything will have changed by 2020, but the seeds will be well and truly sown. Now that I am imagining, my biggest hope is that the current currency of our lives – money, will have a better successor, one that will be better connected with our unique identities, and weave in contexts better. (Nike has a great idea of what I mean 🙂 )

    Job (not the same as work), nationality, education – all indispensable parts of a human identity thus far. Will they be relics in the future as we create new paradigms? When do you think this will all settle, if it ever does?

    until next time, bend of an era

    PS: Bill Gates has aptly said, “We always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next ten.

  • OpsBuds

    Opsbuds seeks to go beyond CRM and help organisations create a better customer experience. In conversation with co-founder K K Cariapa.

    [scribd id=92462729 key=key-8yqfrhzom9iyhazecy5 mode=list]

  • IMO

    image via @SherlokSH on twitter

    #UnfollowSachin – that was the trending reaction on Twitter to Tendulkar’s Rajya Sabha nomination. (and acceptance) It reminded me of a couple of excellent related posts I had read recently.

    First, Seth Godin’s post post. Could also be titled “Why I have comments disabled”. Ok, that was just jest. I’d rather he focus on writing these than fighting trolls too. 🙂 He uses two simple parameters to disqualify a person from being listened to – lack of standing, and no credibility.

    The other post, which in many ways could be seen as quite complementary to Godin’s post is from what’s quickly becoming one of my favourite sites for some daily makes-you-think posts. I’ve not completely watched the video here, but the quote that connects is “Stuart Firestein’s insight on the importance of ignorance in exploration and growth”

    In our culture, not to know is to be at fault socially… People pretend to know lots of things they don’t know. Because the worst thing to do is appear to be uninformed about something, to not have an opinion… We should know the limits of our knowledge and understand what we don’t know, and be willing to explore things we don’t know without feeling embarrassed of not knowing about them.

    A fallout of not adhering to this is opinions on everything. Self publishing has made this almost a norm. (Is that an opinion right there?) Godin’s framework works well for brand management. But social platforms and brands’ nervousness towards it make the implementation difficult. Theoretically it should work well in organisational decision making as well. But it doesn’t, probably because organisational decision making is rarely objective. It leads me to my earlier post on empowerment. Between the noisy crowd and organisational hierarchy, what’s a brand custodian to do?

    until next time, any opinions? 🙂