E sreedharan

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E sreedharan

  1. 1. Creating the most efficient Mass Rapid Transit System MD @ DMRC Delhi Metro Rail CorporationPresented by :-Soumya Sarkar(11bm60102)Sagar N Zalavadiya(11bm60036)
  2. 2. E. Sreedharan, MD, Delhi Metro Railway Minister’s award for repairing Pambam Bridge in record 46 days(1963). Dy Chief Engr, Calcutta Metro : Incharge of implementation, planning and design of India’s first underground railway(1970). CMD, Cochin Shipyard and spearheaded the team that built Rani Padmini, its first ship. (1981) CMD, Konkan Railway : Led India’s first major project undertaken on BOT basis. (1990- 1997) MD, Delhi Metro : Finished 2.3B US$ Phase I Delhi Metro three years ahead of schedule in 2005. Tenure extended to oversee completion of Phase II. Consulted Punjab Govt on the construction of Lahore Mass Transit System. AIM: To transform DMRC into a world class organization in terms of efficiency, safety, reliability, punctuality, comfort and customer satisfaction.
  3. 3.  Communication Strategy: Middle Ground communication strategy was adopted:  Avoid Spray and Pray and Withhold and Uphold.  Move out of traditional bureaucratic management where information flow is unidirectional and takes place at the whims of policy makers.  Use Tell & Sell and Identify & Reply sparingly.  Periodic news-letters sent out to all employees explaining the rational behind decisions taken.  Employees encouraged to discuss issues with immediate superiors.  Use Underscore & Explore as much as possible.  Involve and empower executives in decision making process. "People should be prepared to take decisions and not pass on the buck."  Motivate employees about the Mission and the way to achieve it.  Day-long site visit on Saturdays by CMD. “people should not be afraid of my visits, they should welcome me”. Communication Media:  Face to Face Communication:  Sr Management communicated F2FCwith executives regularly.  Mid Level Executives mandated to have F2FC with subordinates frequently.  Site visits by leadership team every week.  Internal newsletters, brochures.
  4. 4.  Style of Communication: - A silent transformation of MD role to a Navigator from a Director. Internal Communication:  Conversation Stage : Conversation for Performance: Promises >> Obligations >> Accountability >>Deadlines  Definitive metric defined to measure progress ( Financials, Station Cleanliness etc)  Story Telling: Motivate employees by highlighting achievements of their peers.  Himself took up the role of Toxic Handler. External Communication:  Crisis Management:  Corporate style media handling of accidents, train delays etc.  Impression Management :  Highlight all awards to media.  Showcase as ‘the’ infrastructure project and face of new India.  Corporate Reputation:  Showcase as a profit making organization.  Reduced Financial dependence on Govt.
  5. 5. Consolidating Change: Redesign Role:  Senior management meticulously chosen. "We should be able to trust people in power, which means people in power should have a proven integrity.”  Roles were changed in Phase II based upon performance of Phase I. Redesign Reward System:  More flexible promotion system than Indian Railways. Better Compensations. Encourage voluntary acts of initiative:  Encourage employees to take initiatives and ensure that they have a chance to work on them without any interference.  Division of responsibilities among Project Managers, with complete freedom given to them. Walk the Talk:  “If you set a personal example, others will not only be tempted, they will be encouraged to follow it.”  Enters office 15 minutes ahead of his staff. Celebration ‘en Route’:  Completion of Phase I was projected as a grand success. Recognition of failure:  Resigned taking moral responsibility of death of 5 people when a bridge collapsed.

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