Creating the most efficient Mass Rapid Transit System MD @ DMRC Delhi Metro Rail CorporationPresented by :-Soumya Sarkar(11bm60102)Sagar N Zalavadiya(11bm60036)
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.
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.
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.
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.