Jayashree Sadri and Sorab Sadri 1INNOVATION AND LEARNING[RESEARCH BASED OBSERVATIONS]PROFESSOR JAYASHREE SADRIANDDR. SORAB SADRI
Jayashree Sadri and Sorab Sadri 2BASIS This presentation is based on researchwork independently conducted by the twoauthors and some academic papers theyhave co-authored with Dr. S N Tara andProf. B S Guha between 2000 and 2008.
Jayashree Sadri and Sorab Sadri 3Value Centered Organizations In order to register developmental growthand increase the general quality of lifevalue centered organizations are the needof the hour. These organizations require a culture thatpromotes creative and innovation within alearning environment.
Jayashree Sadri and Sorab Sadri 4Basis of V C C The basis of a value centered corporateculture lies in the policies and practicesthat flow out of sound business ethics andgood corporate governance. So doing the propensity of building alearning environment increases.
Jayashree Sadri and Sorab Sadri 5WHAT WE SAY RESEARCH IN WESTERN INDIA [1997-2006] SHOWS Management initiatives towards promotinglearning and innovation are a crying need inorganisations. In a country where social and employmentsecurity is at a high premium all change ispositivist – from top downwards.
Jayashree Sadri and Sorab Sadri 6METHODOLOGY Participant observation Focused interviews Experiential evaluation Critical analysis of secondary data Selective feedback
Jayashree Sadri and Sorab Sadri 7EMERGENCE A realization that quality must be built intothe person the process and the product. A paradigm of quality fuelled byinnovation and learning at theorganizational level. A methodology for appreciating the natureand content of the change dynamic at thetotal environmental level.
Jayashree Sadri and Sorab Sadri 8RESULTAn Ideal Strategic ManagementIntervention Involves Being Objective andUsing A Scientific MethodFOR:Initiation through diagnosisBeing based on values and beliefsActivation of ideas for value creation.Evaluation of results
Jayashree Sadri and Sorab Sadri 9WHAT WE FOUNDCOMMON CORPORATE PERCEPTIONS Usually a buzz word only to be used in public fora. Acceptable only if it means no rise in costs. Usually inspected only at the end of the process flow. Seen as a constant only to be built into the brand andP R presentations.
Jayashree Sadri and Sorab Sadri 10WHY WE SAY We are living in an environment that isconstantly changing. This change is non-linear and non-Newtonian. Disequilibria is dynamic and fuels theengines of growth. We need to evolve new paradigms all thewhile.
Jayashree Sadri and Sorab Sadri 11HOW THIS IS DONE Keep running even to remain in the sameplace. Continually multi-tasking and multi-functional. Always have a global vision. Move from core competency to divergentcompetency. Use strategy as a stretch rather than as afit.
Jayashree Sadri and Sorab Sadri 12BASED ON OUR RESEARCH Promoting innovation and learning is thepanacea for a majority of organizationalills. These ills are nurtured by the insecuremediocrity. There must be rise of a collectiveconsciousness – a holistic awakening.
Jayashree Sadri and Sorab Sadri 13WE LOOOKED CRITICALLY AT The personae and processes of theaccumulation of capital. Quality of mindsets, that point toinnovation and learning as the optimalsolution to various problems thatorganizations face.
Jayashree Sadri and Sorab Sadri 14CULTUREIn explaining their importance and theirjustification we have zeroed in ororganisational culture building. Through proactive OD intervention Preceded by strategic diagnosis Followed by objective evaluation.
Jayashree Sadri and Sorab Sadri 15No Ad Hoc Intervention Innovation and learning cannot be spasmodicactivities undertaken by select individuals in themanagement. A corporate vision must unfold such thatstrategies flow out of objectives that in turn comefrom the corporate mission. These strategies are the product of well thoughtwell planned and well executed initiatives.
Jayashree Sadri and Sorab Sadri 16HOW THIS CONTINUITYPursuing our line of thought we argue thatpolicies of firms have to internalise inorder to implement these credos.There are shared values, shared visionsand shared initiatives.
Jayashree Sadri and Sorab Sadri 17POWER AND AUTHORITY It is a mistake to believe that authority isdelegated. Only power is delegated and withempowerment comes accountability. Clarity and cogency at every step aidsachievement of well reasoned objectives. The ambit of quality is thus defined.
Jayashree Sadri and Sorab Sadri 18A HEGELIAN DICHOTOMY Empowerment without accountabilitybreeds TYRANTS. Accountability without empowermentbreeds SLAVES. Both propositions are unacceptable.
Jayashree Sadri and Sorab Sadri 19YET Tyrants and Slaves flourish. Sycophancy is cherished. Mediocrity thrives. Ad hoc practices prevail. Development-less-growth is accepted. Paradigm change is resisted.
Jayashree Sadri and Sorab Sadri 20SO Stability becomes inertia. Free thought becomes a challenge. The cycle of change is not progressive. Old wine is presented in new bottles. Tick marking activity becomes very important. Quality deliverables are merely mouthed. India remains on the periphery of the capitalistworld order.
Jayashree Sadri and Sorab Sadri 21THE IMPERATIVE Quality deliverables ARE the only answer. Continuous innovation and learning HOLDthe key. Change in thought (consciousness) MUSTprecede change in action (decisionmaking and execution). LEARN to reflect before and after the act.
Jayashree Sadri and Sorab Sadri 22THE PROPOSITION Limerick and Cunnington posited"Metastrategic Cycle“: A concept that links together vision,identity, configuration and organizationalaction.
Jayashree Sadri and Sorab Sadri 23THE METASTRATEGIC CYCLEThis has four basic elements or stageswithin it and is relevant to India as Sadriand Ajgaonkar have argued:(i) Founding vision,(ii) Identity,(iii) Configuration Design and(iv) Systems of Action.
Jayashree Sadri and Sorab Sadri 24THE INNOVATIONPARADIGMStrategic focus in respect of quality, relevanceand performance was possible only through meritreview, human capital management, technologyenabled business processes and performanceassessment that was inherently creative andinnovative.
Jayashree Sadri and Sorab Sadri 25OUR VIEW The innovative organization contributes tocontinuous improvement andtransformational change through a rangeof interdependent systems of actionfocused on individual and organizationaldevelopment.
Jayashree Sadri and Sorab Sadri 26OUR LOGICSuch an organization has Roles and relations existing as amultidimensional web rather than a lateralflow. People work together across divisional,functional, and hierarchy boundarieseasily.
Jayashree Sadri and Sorab Sadri 27OUR SCHEMA (a) A bias for reflection-in-action (b) Formation of learning alliances. (c) Developing external networks. (d) Multiple reward systems. (e) Creating meaningful information. (f) Individual empowerment. (g) Leadership and vision. (h) Enhancing quality of mindsets.
Jayashree Sadri and Sorab Sadri 28OUR SUBMISSION India’s economy is at crossroads where Quality isan imperative. In embracing a free market economy we must notthrow the baby out with the bath water. Competition must flow into collaboration throughstrategic alliances. The human being must not be forgotten in thequest for technological superiority. For the above to be actualized sound businessethics and good corporate governance areindubitable.
Jayashree Sadri and Sorab Sadri 29The Big Question Aristotle once wrote some people are bornfor leadership as others are for serfdom. With a neo-colonial mentality and livingunder conditions of peripheral capitalism,albeit of a retarded variety, are we tryingto prove Aristotle right?
Jayashree Sadri and Sorab Sadri 30QUO VADIS? Six decades ago India got its freedom. Today we must continue to fight for ourindependence. This involves an emergent collectiveconsciousness fuelled by innovation andlearning but founded on the quality ofthought word and deed.
Jayashree Sadri and Sorab Sadri 31Our Task Ahead Without levels of gyan buddhi and vivekbeing raised we may be free but foreverwe shall pine for independence. Can guan (knowledge) buddhi (intelligence) and vivek (consciousness to discern) benationally raised? How? Who by?